Documente Academic
Documente Profesional
Documente Cultură
Article information:
Access to this document was granted through an Emerald subscription provided by emerald-srm:232213 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0144-3577.htm
IJOPM
34,7
876
Abstract
Purpose The advent of recession at the beginning of twenty-first century forced many organizations
worldwide to reduce cost and to be more responsive to customer demands. Lean Manufacturing (LM) has
been widely perceived by industry as an answer to these requirements because LM reduces waste
without additional requirements of resources. This led to a spurt in LM research across the globe mostly
through empirical and exploratory studies which resulted in a plethora of LM definitions with divergent
scopes, objectives, performance indicators, tools/techniques/methodologies, and concepts/elements.
The purpose of this paper is to review LM literature and report these divergent definitions, scopes,
objectives, and tools/techniques/methodologies.
Design/methodology/approach This paper highlights various definitions by various researchers
and practitioners. A total of 209 research papers have been reviewed for the research contribution,
research methodology adopted, tools/techniques/methodologies used, type of industry, author profile,
country of research, and year of publication.
Findings There are plethora of LM definitions with divergent objectives and scope. Theory
verification through empirical and exploratory studies has been the focus of research in LM. Automotive
industry has been the focus of LM research but LM has also been adopted by other types of industries
also. One of the critical implementation factors of LM is simultaneous adoption of leanness in supply
chain. LM has become an integrated system composed of highly integrated elements and a wide variety
of management practices. There is lack of standard LM implementation process/framework.
Originality/value The paper reviews 209 research papers for their research contribution, research
methodology, author profile, type of industry, and tools/techniques/methodology used. Various
characteristics of LM definitions are also reviewed.
Keywords Lean manufacturing, Lean production, Lean literature review
Paper type Literature review
1. Introduction
Twenty-first century manufacturing is characterized by customized products. This has
led to the complex production planning and control systems making mass production
of goods challenging. Many organizations, particularly automotive organizations,
struggled in the new customer driven and globally competitive markets. These factors
present a big challenge to organizations to look for new tools and methods to continue
moving up the ladder in the changed market scenario. While some organizations
continued to grow on the basis of economic constancy, others struggled because of
their lack of understanding of the changed customer mind-sets and cost practices.
To overcome this situation and to become more profitable, many manufacturers turned
to lean manufacturing (LM). The goal of LM is to be highly responsive to customer
demand by reducing waste. LM aims at producing products and services at the lowest
cost and as fast as required by the customer.
The lean concept originated in Japan after the second world war when Japanese
manufacturers realized that they could not afford the massive investment required
to rebuild devastated facilities. Toyota produced automobiles with lesser inventory,
human effort, investment, and defects and introduced a greater and ever growing
Lean
manufacturing
877
IJOPM
34,7
878
1.
Krafcik (1988)
2.
3.
4.
5.
6.
Likers (1996)
7.
Cooper (1996)
8.
Dankbaar (1997)
9.
10.
Singh (1998)
Lean
manufacturing
(continued )
879
Table I.
Definitions of lean
manufacturing
IJOPM
34,7
880
Table I.
11.
12.
13.
Howell (1999)
14.
15.
16.
17.
Cooney (2002)
18.
19.
Alukal (2003)
20.
21.
22.
Rothstein (2004)
(continued )
23.
Worley (2004)
24.
25.
26.
27.
28.
29.
30.
Holweg (2007)
31.
32.
33.
Shah and Ward (2003) identified 22 lean implementation elements and classified
these into four bundles (categories) just in time (JIT), total productive maintenance
(TPM), total quality management (TQM), and human resource management (HRM).
Papadopoulou and Ozbayrak (2005) classified the lean literature into six categories
production floor management; product/process-oriented; production planning,
scheduling, and control; lean implementation; work-force management; and supply
chain management. Moyano-Fuentes and Sacristan-Diaz (2012) reviewed lean
production literature and categorized the literature into four areas of internal
aspects (shop floor), value chain, work organization, and impact of geographical
Lean
manufacturing
881
Table I.
IJOPM
34,7
882
context. However, none of the literature reviews papers on LM presents the type of
research methodologies, global proliferation of lean research, type of industries where
lean is implemented. This section presents the review of 209 scholarly articles during
1988-2012 from 75 international journals and eight conferences (Table II) identifying
the research contribution, research methodology, and type of industry where lean is
(A) Journal
International Journal of Production Research
International Journal of Operations & Production Management
Journal of Manufacturing Technology Management
Production Planning & Control
Integrated Manufacturing Systems
Journal of Operations Management
International Journal of Advanced Manufacturing Technology
International Journal of Quality & Reliability Management
Production Planning & Control: The Management of Operations
International Journal of Production Economics
The TQM Magazine
International Journal of Productivity and Performance Management
International Journal of Logistics: Research & Applications
International Journal of Physical Distribution & Logistics Management
Supply Chain Management: An International Journal
Total Quality Management
Others (two references of each journal)a
Others (one reference of each journal)b
(B) International Conferences
Total
Number of references
33
28
15
8
6
5
5
5
4
4
4
4
3
3
3
3
18
50
08
209
15.79
13.40
07.17
03.83
02.87
02.39
02.39
02.39
01.91
01.91
01.91
01.91
01.44
01.44
01.44
01.44
08.61
23.93
03.83
100
applied as shown in Table III. The research papers are presented year wise with profile
of the author and country of the authors for descriptive analysis. The critical analysis
of the review is presented in Section 5.
Review methodology
These days, the most economic and effective way to carry out research is through the
use internet and databases. However, there is so much proliferation of information
effective and non-effective, authenticated and non-authenticated, reliable and nonreliable, and most importantly useful and non-useful. Therefore, Google Scholar is used
to start the search for quality research papers. Initially lean manufacturing, Toyota
production system, just in time manufacturing, and lean literature review were
used as the search keywords. Some papers were downloaded but soon it was realized
that most of the papers, but not all, related to TPS and JIT manufacturing are not
connected to LM. Thereafter, keyword lean literature review was used and 45 papers
were downloaded. These papers were studied to understand the various research
issues being explored by the researchers in LM. It was observed that many of these
papers, although provided literature review on LM, also provided case studies on lean
implementation. The various researchers implemented LM in case study organizations
and some also provided the lean frameworks (conceptual, implementation, strategic,
operational, etc.). Seven lean implementation frameworks were studied. It was found
that there is no standard LM implementation framework and the crux of this is the lack
of dedicated LM implementation tools, techniques, or methodologies. All the reported
tools used in LM implementation are stand alone matured tools like 5S, six sigma,
TPM, CMS, JIT, VSM, kaizen, etc. So, it was decided to review papers for lean tools,
techniques, and methodologies. While reviewing the available papers it was observed
that many quality cross-references were missed and a little probing revealed that many
of these papers are using the word lean production instead of lean manufacturing.
Therefore, these two keywords were again used to get more papers for review. This
resulted in 32 papers with term LM and 34 papers with term lean production.
More papers, found through the cross-references, have been reviewed due to their
influential role in the development of lean. Ten of these papers are about lean
principles, two about lean management, six about leagile manufacturing, 18 about
lean six sigma, five about lean supply chain management, two about continuous
improvement, and rest 48 about lean tools and techniques. It is pertinent to mention
that many papers discuss multiple issues but each paper is categorized in the most
suitable category depending upon whether the term is in title, abstract, or body of the
paper. Overall 209 papers have been reviewed from over 75 international journals
and eight conferences over the period of 1988-2012. But, this set of 209 papers does
not include all papers which were used in review of LM definitions. In this empirical
research, literature review papers, conceptual papers, descriptive papers,
exploratory papers, and empirical papers including case studies, surveys, best
practices were included.
There are many limitations to the search methodology. One important limitation
was the availability of the papers to the authors. Primary databases searched for the
papers were Emerald, Taylor & Francis, Elsevier, IEEE, and Springer publishing
groups. Authors wish to make clear that all the papers reviewed may not have these
two keywords and all the papers having these two words may have not been reviewed.
Many papers were reviewed from cross-references because these contained the
required information.
Lean
manufacturing
883
Table III.
Lean manufacturing
literature review
Badham
Ellegard et al.
Jacobs and
AP
Meerkov
Frank and Kiupel A
Berggren
Wickens
Barker
4.
5.
6.
8.
9.
10.
7.
Barber
3.
AP
Delbridge and
Oliver
2.
Krafcik
1.
UK
UK
Sweden
Germany
USA
Sweden
Australia
UK
UK
USA
Profile of
Author(s) Country
1994
1993
1993
1993
1993
1992
1992
1992
1991
1988
Year
Introduces the term Lean in order to describe a
production system that uses less resources of
everything compared to mass production
Analyze the application of lean in Japanese
automotive manufacturers and wide range of
performance gap between Western and Japanese
assembler through stock turnover data
Provides improvements in quality, productivity, and
stock turns through lean implementation in an
automotive industry
Provides an outline of the positive European
challenge to lean production models and their
implications for global manufacturing
Empirical analysis of mass, lean, and reflective
production system in Swedish automotive assembly
industry
Analyze the due-time performance index in lean and
mass manufacturing environments
Discusses the process supervision of alarm system,
based on fuzzy logic in lean production to reduce the
redundancy in the decision making
Discusses the lean production developments in the
auto industry and states that lean production is
certainly not the ultimate station of industrial
development
Discusses the lean production system, its critics and
the future
Total time-based value added analysis which aids
the design of lean manufacturing systems
Contribution to research
Exploratory
longitudinal
(continued )
Electrical
switchgear
Descriptive
Descriptive
Automotive
industry
Automotive
industry
Japanese and
Western automotive
industries
Conceptual
Conceptual
Empirical
Descriptive
Exploratory
longitudinal
Empirical
Descriptive
884
IJOPM
34,7
20.
19.
18.
17.
16.
15.
14.
13.
12.
11.
USA
Sweden
and UK
A
A
A
A
AP
A
A
A
Ramarapu et al.
Karlsson and
hlstrom
A
Niepce and
Molleman
Boyer
Burcher et al.
Forza
Kannan and
Ghosh
Karlsson and
hlstrom
A
Italy
UK
USA
The
Netherlands
Sweden and
UK
USA
Australia
AP
Sohal and
Egglestone
UK
Profile of
Author(s) Country
Prickett
1996
1996
1996
1996
1996
1996
1995
1995
1994
1994
Year
Contribution to research
Exploratory
longitudinal
Conceptual
(continued )
Mechanical and
electronic office
equipments
Electronics, auto
supplier, machinery,
etc.
Conceptual
Empirical
Metal working
Mechanical and
electronic office
equipments
Automotive
Automotive, metal
processing, rubber,
etc.
Fabrication
Empirical
Exploratory
longitudinal
Exploratory
longitudinal
Comparative
Empirical
Exploratory
cross-section
Lean
manufacturing
885
Table III.
Table III.
Jina et al.
hlstrom
A
Hines et al.
Bowen and
Youngdahl
Singh
Hines et al.
Soderquist and
Motwani
25.
26.
27.
28.
30.
31.
29.
24.
AP
Sohal
23.
Katayama and
Bennett
hlstrom and
A
Karlsson
22.
21.
1996
Year
France
UK
India
USA
U.K.
UK
UK
UK
Australia
1999
1999
1998
1998
1998
1998
1997
1997
1996
Sweden and
UK
Profile of
Author(s) Country
Contribution to research
(continued )
Automotive
Electrical and
Electronic
Exploratory
longitudinal
Exploratory
longitudinal
Descriptive
Service
Descriptive
Descriptive
Mechanical and
electronic office
equipments
Automotive,
electronics,
refrigerator
manufacturing
Windscreen wiper
systems
FMCG food product
retailer
Aerospace and
specialist
machinery
Conceptual
Descriptive
Empirical
Empirical
Empirical
Exploratory
longitudinal
886
IJOPM
34,7
41.
40.
39.
38.
37.
36.
35.
34.
33.
32.
UK
USA
A
A
A
Mathaisel and
Comm
Christopher
Mason-Jones
et al.
UK
UK
UK
USA
Italy
Comm and
Mathaisel
UK
Robertson and
Jones
Biazzo and
Panizzolo
Van-Hoek
Korea
USA
Profile of
Author(s) Country
Howell
2000
2000
2000
2000
2000
2000
2000
1999
1999
1999
Year
Applicability of lean production in construction
industry to maximize the performance for the
customers
Potential application of flow, group technology
and value stream lean principles in shipbuilding
industry to gain better outputs
Lean production and agile manufacturing concepts
in telecommunications industry
Assessment of the lean production in work
organizations from workers perspectives
Postponement and information decoupling as
relevant contributions for making the agile supply
chain a reality with lean capabilities
Eight step paradigms to assess and benchmark
lean philosophy in an aerospace company for
quality improvement and survival
The effects of management approach, employee
attitude, education and training in adopting
Kawasaki Lean Production System in an aerospace
company
The relevance and value of the lean concepts to
increase the productivity in the US defense
aerospace industry
Comparisons and applications of leanness and
agility as the business survival strategies for
industries
Material flow control principles for selection of lean,
agile or leagile strategies as per marketplace need
to gain the optimal supply chain performances
Contribution to research
Aerospace
Exploratory
longitudinal
Empirical
Descriptive/
comparative
(continued )
Precision products,
carpet making and
electronic
Aerospace
Aerospace
Descriptive
Exploratory
cross-section
Telecommunications
Shipbuilding
Construction
Conceptual
Descriptive
Descriptive
Descriptive
Descriptive
Lean
manufacturing
887
Table III.
Pheng and
Chuan
Arkader
McCullen and
Towill
Won et al.
McDonald et al.
Yusuf and
Adeleye
Cooney
44.
45.
46.
47.
48.
49.
50.
Gulyani
43.
Australia
UK
USA
USA
UK
Brazil
Singapore
India
Spain
Sanchez and
Parez
42.
Table III.
Profile of
Author(s) Country
2002
2002
2002
2001
2001
2001
2001
2001
2001
Year
Contribution to research
Food, automotive,
aircraft, etc.
Comparative
and
exploratory
cross-section
Descriptive/
empirical
(continued )
Automotive
Industrial motors
Precision
mechanical
engineering
machinery
Automotive
Construction
Automotive and
industrial
machinery
Automotive
Exploratory
longitudinal
Comparative
Empirical
Empirical
Exploratory
cross-section
Exploratory
longitudinal
Empirical
888
IJOPM
34,7
59.
58.
57.
56.
55.
54.
53.
52.
51.
AP
A
A
A
A
AP
A
A
A
Kalsaas
Motwani
McCarthy and
Tsinopoulos
Wu
Pavnaskar et al.
Berry et al.
Bruce et al.
2003
2003
2003
2002
2002
Year
UK
Denmark
USA
2004
2003
2003
Taiwan/USA 2003
UK
USA
USA
Norway
UK
Profile of
Author(s) Country
Aitken et al.
Contribution to research
Exploratory
cross-section
Empirical
Textile
(continued )
Chemical, metal,
electronics, etc.
Automotive
Empirical/
comparative
Conceptual
Chemical, primary
metal, chemical, etc.
Automotive
Automotive
Electrical
Conceptual
Exploratory
longitudinal
Empirical
Descriptive/
exploratory
longitudinal
Empirical
Lean
manufacturing
889
Table III.
Hopp and
Spearman
Doolen and
Hacker
Arnheiter and
Maleyeff
Furterer and
Elshennawy
Modarress et al.
62.
63.
64.
65.
66.
67.
68.
Agrawal and
Hurriyet
61.
USA
China
USA
USA
USA
USA
USA
Australia
UK
AP
Hines et al.
60.
Table III.
Profile of
Author(s) Country
2005
2005
2005
2005
2005
2004
2004
2004
2004
Year
Contribution to research
Exploratory
longitudinal
Exploratory
longitudinal
Exploratory
longitudinal
Comparative
Exploratory
cross-section
Conceptual/
exploratory
longitudinal
Descriptive
Descriptive
Descriptive
(continued )
Aerospace
Oval-gear flow
meter
Local government
Stamped and
welded metal
brackets and
service
Electronics
890
IJOPM
34,7
78.
77.
76.
75.
74.
73.
72.
71.
70.
69.
UK
UK/USA
A
A
A
A
A
A
A
A
Simons and
Zokaei
Comm and
Mathaisel
Simpson and
Power
Taj
Taylor
Papadopoulou
and Ozbayrak
Bhasin and
Burcher
Conti et al.
UK
UK
China
Australia
China
UK
India
USA
Profile of
Author(s) Country
Salem et al.
2006
2006
2005
2005
2005
2005
2005
2005
2005
2005
Year
The evaluation of lean construction tools in
medium size construction firms to improve last
planner, visualization, daily huddle meetings, and
first run studies
Application of VSM in an auto industry to achieve
improvement in productivity, production per
person and reduction in WIP at supplier end
Review literature on the applications of logistics
and operations management concepts with the
application of lean into the red meat industry
Application of LM principles and simulation in a
labor-intensive textile firm in China to improve
the production efficiency
Discusses empirically the supplier relationship,
lean manufacturing and environment
management practices
Lean assessment tool to help Chinese hi-tech
industries in identifying the areas of productivity
lag and opportunities for improvement
Application of lean/value chain analysis in
agro-food sector to improve supply chain
performance, profitability and relationships
Literature review of leanness to highlight the
evolutional orbit, misconceptions, social aspects
and universality
The conceptual discussion of the success and
failure of lean implementation
Assess the effects of LP on physical and
mental job stress through a multi-industry
empirical study by using Karasek job stress model
Contribution to research
Empirical
Conceptual
Descriptive
Exploratory
cross-section
Automotive
Conceptual/
exploratory
cross-section
Empirical
(continued )
Automotive,
process, metal
working, etc.,
Electronics,
telecommunication
and IT
Agro-Food
Textile
Food
Automotive
Construction
Exploratory
longitudinal
Exploratory
longitudinal
Exploratory
longitudinal
Exploratory
longitudinal
Lean
manufacturing
891
Table III.
Emiliani
Kumar et al.
Parry and
Turner
Weller et al.
Worley and
Doolen
Achanga et al.
81.
82.
83.
84.
85.
86.
87.
Bendell
80.
UK
USA
USA
USA
UK
India
USA
UK
Sweden
Andersson et al.
79.
Table III.
Profile of
Author(s) Country
2006
2006
2006
2006
2006
2006
2006
2006
2006
Year
Describe the similarities and differences between
the TQM, Six Sigma and lean with an
evaluation and criticism of each concept
Comparative literature review of six sigma and
the lean approaches with the description of a
model of business process improvement
The role and importance of Connecticut business
and business leaders in discovery and
dissemination of lean management in America
Integrating lean tools within six sigma
methodology to achieve dramatic results in cost,
quality and time by focussing on process
performance in an Indian SME
The use of lean visual process management
tools in aerospace companies to help drive
operations and processes in real time
Application of VSM in drug discovery and
parallel synthesis to improve the timeliness
Analysis of the role of communication and
management support in driving leanness in an
electronic industry
Application of principles of constrained
management and lean manufacturing in an autoassembly plant to improve the productivity
Analysis of the critical success factors such as
leadership, management, finance, organizational
culture and skill and expertise for lean
implementation in SMEs
Contribution to research
Manufacturing
SMEs
Exploratory
cross-section
(continued )
Automotive
Electronics
Drugs
Aerospace
Exploratory
longitudinal
Exploratory
longitudinal
Exploratory
longitudinal
Exploratory
cross-section
Exploratory
longitudinal
Descriptive
Descriptive/
comparative
Comparative/
descriptive
892
IJOPM
34,7
94.
93.
92.
91.
90.
89.
88.
USA
UK
Narasimhan et al. A
A
A
Hines et al.
Maguad
Krishnamurthy
and Yauch
USA
USA
China
Italy
Braglia et al.
Spain
Profile of
Author(s) Country
Bonavia and
Marin
2007
2006
2006
2006
2006
2006
2006
Year
Use of LP practices in the Spanish ceramic tile
industry, and empirically setting their relationship
with plant size and effect on the operation
performance
Application of Improved Value Stream Mapping
for a complex Bill of Material case environment to
find the critical production path for reducing the
WIP level
Literature review and empirical validation of
leanness and agility as manufacturing paradigms to
improve performance capabilities in manufacturing
plants
Six-step theoretical holistic framework for guiding
applied research within the field of new lean product
lifecycle management
Analyzes the benefits of VSM in Electrical
Manufacturing Services of China with agile
information flow and ERP to achieve sustainable
and profitable growth
Literature review comprising the origins,
development, and trends of the modern quality
movement philosophies, principles, set of ideas
and methods
Analyze a theoretical model of leagile manufacturing
with a case study in a single corporation with
multiple business units
Contribution to research
Descriptive
Exploratory
cross-section
(continued )
Electrical and
electronic
Conceptual
Conceptual/
exploratory
longitudinal
Computers,
machine tools, food,
etc.
Electro-domestic
equipments
Ceramic tile
Empirical
Exploratory
longitudinal
Empirical
Lean
manufacturing
893
Table III.
Table III.
Alhourani and
Seifoddin
Black
Fraser et al.
Lee
Lee and Jo
Lian and
Landeghem
96.
97.
98.
99.
100.
101.
102.
Abdulmalek and A
Rajgopal
95.
Belgium
South Korea
USA
USA
Australia
USA
USA
USA
Profile of
Author(s) Country
2007
2007
2007
2007
2007
2007
2007
2007
Year
Analyze the VSM via Simulation in a process
sector (steel mill) to see the significant benefits in
reduction of production lead time and lower WIP
inventory
New concepts of similarity coefficient and the
algorithms required in the designing of a cellular
manufacturing system to reduce the material
handling cost and WIP
The four design rules for TPS implementation to
reduce the sources of variation in time, while waste
and delay in the system are systematically removed
Development and evaluation through a case study
of multi-phase model consists technical and human
aspects, for cellular manufacturing implementation
Application of VSM in a low volume highly
customized artistic clay tile company to gain
stability, good control and profit
Artificial intelligence heuristics evaluation for a
simultaneous Kanban controlling and scheduling
system to minimize the total production control
Analysis of spread of TPS through Korea through
focussing on the experience of Hyundai Motor
Company for gaining better manufacturing
utilization, product quality, etc.
Analyze a VSM-based simulation generator to
generate current and future VSM quickly and
automatically to see the effects of lean from push
to pull system
Contribution to research
Exploratory
longitudinal
Exploratory
longitudinal
(continued )
Automotive
Clay tile
Exploratory
cross-section
Conceptual
Electrical and
electronics
Large integrated
steel mill
Exploratory
longitudinal
Conceptual
Conceptual
Exploratory
longitudinal
894
IJOPM
34,7
Oliver et al.
Reichhart and
Holweg
Swamidass
Takahashi et al.
Towill
Yavuz and
Akcali
Jensen and
Jensen
104.
105.
106.
107.
108.
109.
110.
111.
AP
AP
Miltenburg
103.
USA
Denmark
USA
UK
Japan
USA
UK
UK
Canada
Profile of
Author(s) Country
2007
2007
2007
2007
2007
2007
2007
2007
2007
Year
Examine the best algorithms for finding an optimal
schedule and analyses for mixed model JIT
production in which takt time and cycle time are
design variables
Examine the interplay in lean product development
practices, product attributes and market
performance for premium autos and audio products
Explore the wider conflicts between distribution and
LP along through literature review and an
automotive case study
Empirical investigation of the effect of TPS on high
and low performing US manufacturing firms during
1981-1998 on the ratio of total inventory/sales
Comparison of the performances of Kanban control
system with theory of constraints by using Markov
analysis in JIT production system
The four level prism model of TPS which assists
visualization of the system processes for
performance improvement
Review the current analytical literature of production
smoothing in mixed-product JIT manufacturing with
the description of the practical and modeling issues
Discuss start-up phase of implementing lean tools in
two SMEs and suggests that 5S tool is good for small
and VSM for medium size company
Propose the cost-time profile tool and the cost-time
investment concept to evaluate the cost and
performance improvements in LM
implementation
Contribution to research
Descriptive
Exploratory
longitudinal
(continued )
Conceptual
Conceptual
Comparative
Automotive and
high-end audio
equipment
Automotive
Computers,
machinery metal
fabrication, etc.
Empirical
Empirical
Exploratory
cross-section
Conceptual
Lean
manufacturing
895
Table III.
Bayo-Moriones
et al.
Naslund
Seth et al.
Brown et al.
Lasa et al.
Shah et al.
Sahoo et al.
114.
115.
116.
117.
118.
119.
120.
AP
AP
AP
Johansen and
Walter
113.
India
USA
Spain
UK
India
USA
Spain
German
USA
112.
Table III.
Profile of
Author(s) Country
2008
2008
2008
2008
2008
2008
2008
2007
2007
Year
Contribution to research
Cottonseed edible
oil
Food, textile,
chemical, etc.
Electrical, metals,
rubber (from SIC
code 20-39)
Construction
(continued )
Empirical
Exploratory
longitudinal
Exploratory
longitudinal
Comparative/ Medical
empirical
Exploratory
longitudinal
Comparative
Exploratory
cross-section
Empirical
Conceptual/
empirical
896
IJOPM
34,7
Jayaram et al.
Olivella et al.
Pham et al.
Bhasin
Serrano et al.
Grewal
Wong et al.
122.
123.
124.
125.
126.
127.
128.
129.
AP
AP
Jrgensen and
Emmitt
121.
Malaysia
UK
India
Spain
UK
UK
Spain
USA
UK and
Denmark
Profile of
Author(s) Country
2009
2009
2008
2008
2008
2008
2008
2008
2008
Year
Review extensive literature on lean construction
field for researchers, as a valuable resource which
is less mature in comparison to lean production
Examine the relationships in relationship building,
lean design, lean manufacturing and firm
performance through an automotive supplier case
study
Analysis of work organization practices such as
standardization, discipline and control, multi skilling
and adaptability, etc. in LP through literature review
A Fit manufacturing paradigm which integrates
the manufacturing efficiencies achieved through lean
and agility for sustainability in the casting industry
Propose dynamic multi-dimensional performance
framework which focusses on the intangible and
intellectual assets to examine the organizational
success in LP
Evaluate the real applicability of VSM to redesign
of disconnected flow lines based on manufacturing
environments with a diversity of logical problems
Adoption of VSM in an Indian small bicycle
manufacturing firm to achieve reduction in lead
time, cycle time and inventory level
Lean application in a pure service sector to minimize
the waiting time in response, cost position with
minimal investment and improved quality
Empirical investigation of the actual
implementation of lean manufacturing in the
Malaysia electrical and electronics industry
Contribution to research
Empirical
(continued )
Electrical and
electronics
Bicycle
Exploratory
longitudinal
Exploratory
cross-section
Conceptual
Exploratory
cross-section
Casting
Automotive
Conceptual/
empirical
Conceptual
Exploratory
cross-section
Descriptive
Lean
manufacturing
897
Table III.
Cooper
Yu et al.
Fullerton and
Wempe
Lasa et al.
Hallgren and
Olhager
Boyle and
Scherrer-Rathje
132.
133.
134.
135.
136.
137.
AP
AP
Gupta and
Snyder
131.
Canada and
Switzerland
Sweden
Spain
USA
Canada
USA
USA
Italy
Braglia et al.
130.
Table III.
Profile of
Author(s) Country
2009
2009
2009
2009
2009
2009
2009
2009
Year
Contribution to research
Empirical
Empirical
Exploratory
cross-section
Empirical
Exploratory
longitudinal
Conceptual
Comparative
Conceptual/
exploratory
longitudinal
(continued )
Electronics and
automotive
Construction
Academic
institution
898
IJOPM
34,7
AP
A
Riezebos et al.
Wee and Wu
lvarez et al.
A
Puvanasvaran
et al.
Pettersen
Anand and
Kodali
Anand and
Kodali
Christopher et al. A
139.
140.
141.
142.
143.
144.
145.
146.
Stump and
Badurdeen
138.
2009 (b)
2009(a)
2009
2009
2009
2009
2009
2012
Year
India
India
Sweden
Malaysia
Spain
Taiwan
UK
USA
Profile of
Author(s) Country
Contribution to research
(continued )
Automotive
Exploratory
longitudinal
Conceptual
Automotive
Conceptual
Exploratory
longitudinal
Aerospace
Automotive
Automotive
Boat
Empirical
Exploratory
longitudinal
Exploratory
longitudinal
Conceptual
and
exploratory
longitudinal
Descriptive
Lean
manufacturing
899
Table III.
Singh et al.
Singh and
Sharma
Bergmiller and
McCright
Villa
Rashid et al.
Kemper et al.
149.
150.
151.
152.
153.
154.
AP
Silva et al.
148.
The
Netherland
Malaysia
Italy
USA
India
India
Brazil
USA
AP
Dentz et al.
147.
Table III.
Profile of
Author(s) Country
2010
2010
2010
2009
2009
2009
2009
2009
Year
Application of VSM to identify wastes and target
processes for improving labor efficiency and quality
in factory home building operations
Continuous improvement in quality system of a
Brazilian automotive parts industry through the
CIM, DFMA and LSS methodologies
Discussion of the survival strategy to overcome
recession by means of lean principles and
philosophies followed by interaction with
industrial personnel
Application of VSM in an Indian railway
sophisticated components manufacturing firm to
reduce the lead time, processing time, WIP
inventory and manpower
Discuss the parallel models for Lean and Green
systems which include management systems,
identification and reduction of waste to achieve
business goals
Highlights some key concepts of lean, six sigma
and automation, and their fit in laboratory
organization for improving performance by
eliminating the wastes
Assess the lean manufacturing in Malaysian
Food SME using VSM to reduce the lead time
and number of operators
Presents a clear, precise and consistent framework
for flowcharts and value-stream flow diagrams in
process improvement
Contribution to research
(continued )
Food
Exploratory
longitudinal
Healthcare
laboratory
Exploratory
longitudinal
Conceptual
Automotive, IT,
Service, etc.
Automotive
Construction
Comparative
Exploratory
longitudinal
Exploratory
longitudinal
Empirical
Exploratory
cross-section
900
IJOPM
34,7
Miller et al.
Anand and
Kodali
Perez et al.
Saurin et al.
Vinodh et al.
Singh et al.
156.
157.
158.
159.
160.
161.
162.
AP
Pepper and
Spedding
155.
2010 (a)
2010
2010
Year
India
India
Brazil
China
2010
2010
2011
2010 (a)
India
USA
Australia
Profile of
Author(s) Country
Contribution to research
Small furniture
(continued )
Automotive
Cam shaft
Exploratory
longitudinal
Conceptual
Automotive
Exploratory
longitudinal
Descriptive
Conceptual
Pork sector
and empirical
Comparative/
conceptual
Exploratory
cross-section
Descriptive
Lean
manufacturing
901
Table III.
Chen et al.
Pool et al
Snee
Demeter and
Matyusz
Delgado et al.
165.
166.
167.
168.
169.
170.
AP
Mollenkop et al.
164.
China
Portugal
Hungary
USA
The
Netherland
USA
USA
Jordan
Al-Tahat
163.
Table III.
Profile of
Author(s) Country
2010 (b)
2010
2010
2010
2011
2010
2010
2010
Year
Investigates the performance of traditional methods
and fully automated pattern making processes using
VSM to improve process and decision making
Examine the relationships among the green, lean,
and global supply chain strategies through existing
literature
Describe the benefits and pitfalls associated with
lean philosophy by considering the different
organizational elements with some recommendations
to new adopters of lean
Application of lean approach in semi-process
industry by introducing the cyclic schedules to
improve production quality and supply-chain
coordination
Assessment of the development of lean six-sigma
over the years through identifying the critical issues
and emerging trends for improving the business
performances
Empirically analyze the impact of lean practices on
inventory turnover and the effect of contingency
factors to improve the inventory turnover
performance
Implementation of lean six-sigma in a financial
services company to improve processes, product
quality and efficiency, and lowering the operational
costs
Reviews the status of lean; analyze LP in Chinese
mainland, and the importance of culture reforms in
the organizations to implement lean
Contribution to research
Descriptive
(continued )
Fabricated
products,
machinery,
transport, etc.
Financial services
Empirical
Exploratory
longitudinal
Semi-process (liquid
coffee)
Foundry
Conceptual
Exploratory
longitudinal
Descriptive
Conceptual
Exploratory
longitudinal
902
IJOPM
34,7
Grove et al.
Hodge et al.
Eswaramoorthi
et al.
Staats et al.
172.
173.
174.
175.
176.
177.
AP
Anand and
Kodali
171.
USA
India
India
USA
China
UK
India
Profile of
Author(s) Country
2011
2011
2011
2011
2011
2011
2010 (b)
Year
Review the LM implementation frameworks and
propose a new conceptual framework which consist
several levels with associated lean tools/techniques/
practices
Application of VSM to map out essential tasks for
the health visiting services which also includes
stakeholders to remove waste processes
Empirical investigation of the impact of lean
operation practices and the production system
design on the performance factors of the Chinese
manufacturing plants
Exploratory analysis of the appropriate lean
principles in the textile industries and finds
VSM is an initial tool from the developed lean
implementation model
Survey to identify the status of lean practices and
major reasons of snail-paced lean implementation
in the Indian machine tool manufacturing
Empirically examine the applicability of LP system
in Indian software services firm and the
identification of significance of lean in a
knowledge-based industry
Examine the inventory leanness for improvements
in the US manufacturing firms performance as it
varies substantially across industries
Contribution to research
Empirical
(continued )
Paper mill,
automotive,
pharmaceutical, etc.
Software services
firm
Machine tool
Exploratory
cross-section
Empirical
Textile
Electronics,
garments, chemical,
etc.
Exploratory
cross-section
Empirical
Exploratory
longitudinal
Conceptual
Lean
manufacturing
903
Table III.
Singh et al.
Shahin
Yang and Lu
Losonci et al.
Jimenez et al.
180.
181.
182.
183.
184.
185.
Roy
179.
Spain
Hungary
Malaysia
Iran
India
Taiwan
India
UK
Antony
178.
Table III.
Profile of
Author(s) Country
2011
2011
2011
2011
2011
2011
2011
2011
Year
Comparison in between Six-Sigma and lean, based
on the views of a few academicians and practitioners
Documents a structured approach to overcome
practical difficulties in implementing lean
management practices in Indian SMEs
Application of lean in conjunction with multipleattribute decision-making approach and
simulation to solve pacemaker location
problems in a case company
Review literature of VSM and apply this tool in small
manufacturing Indian industry to reduce lead time,
processing time and WIP inventory
Propose a conceptual model for enhancing
productivity through Group Technology and lean
production system, and analyze it for automotive
industry
Empirical study of the approach of adopting lean,
the tools and techniques, the problems and lessons
learnt in the Malaysian electrical and electronic
industry
Investigates the employee perceptions during a
successful lean transformation in an automotive
industry
Applicability of lean tools mainly VSM in wine sector
to reduce production lead time and raw material
reduction
Contribution to research
Exploratory
longitudinal
Exploratory
longitudinal
Empirical
Conceptual/
empirical
Exploratory
longitudinal
Empirical
Descriptive
Comparative
Wine
(continued )
Automotive
Electrical
and
electronics
Automotive
Thin film
transistor-crystal
display
manufacturer
Piston pin
SME
904
IJOPM
34,7
191.
190.
189.
188.
187.
186.
Cottyn et al.
Ramesh and
Kodali
Behrouzi and
Wong
Gnanaraj et al.
India
Malaysia
India
Belgium
India
India
Profile of
Author(s) Country
Anand and
Kodali
2011
2011
2011
2011
2011
2011
Year
Application of VSM and simulation during the
design of lean manufacturing system in PVC
door and window manufacturing industry to
gain significant improvements
in performance
Empirical analysis to measure the lean
manufacturing practices prevailing in Indian
SMEs through structural equation modeling
technique
Introduces an alignment method between
manufacturing execution system and lean
objectives to prevent the system becoming
obsolete with a case example analysis
Proposes a decision framework for choosing
VSM tool in conjunction with AHP-preemptive
goal programming for maximizing
performances in the shortest timeframe
Presents an innovative approach to evaluate the
lean performance systematically by using fuzzy
membership functions
Sensitize through a model the management of
SMEs to successfully implement lean Six
Sigma in the organizations to improve the
delivery time and quality
Contribution to research
Automotive SME
Exploratory
longitudinal
(continued )
Automotive
Small
furniture
Indian
manufacturing
SMEs
PVC Door
and window
Conceptual
Conceptual/
exploratory
longitudinal
Conceptual/
exploratory
longitudinal
Empirical
Exploratory
longitudinal
Lean
manufacturing
905
Table III.
Atkinson and
MukaetovaLadinska
Gupta et al.
Assarlind et al.
Psychogios et al. A
Powell et al.
Psychogios and
Tsironis
194.
195.
196.
197.
198.
199.
AP
Vimal and
Vinodh
193.
Greece
Norway and
The
Netherlands
Greece
Sweden
India
UK
India
UK
Tan et al.
192.
Table III.
Profile of
Author(s) Country
2012
2012
2012
2012
2012
2012
2012
2012
Year
Contribution to research
Exploratory
longitudinal
Exploratory
cross-section
Exploratory
cross-section
Empirical
Exploratory
longitudinal
Descriptive
Conceptual/
empirical
Conceptual/
exploratory
longitudinal
(continued )
Agricultural
machinery,
electronics, hinges,
etc. SMEs
Airline
Large Swedish
manufacturing
company
Telecommunication
Tyre
Health services
Relay
Cookware
manufacturers
906
IJOPM
34,7
Subha and
Jaisankar
Bortolotti and
Romano
Agus and
Hajinoor
Suarez-Barraza
et al.
201.
202.
203.
204.
205.
206.
Meiling et al.
200.
Mexico,
Spain,
Sweden
Malaysia
Italy
India
India
Australia
Sweden
Profile of
Author(s) Country
2012
2012
2012
2012
2012
2012
2011
Year
Evaluate the lean management principles in off-site
manufacturing firms having a sustainable approach
of continuous improvement evolving processes,
people and long-term thinking
Identify the factors for success in deploying
lean six-sigma and proposes a conceptual
model for the same
Elucidate the balanced adoption of lean
manufacturing practices for achieving operational
benefits
Evaluate reliability and validity of lean, agile and
leagile supply chain constructs in Indian
manufacturing industry and proposes a model
Analyses lean implementation and process
automation through an information based
framework in a banking group to improve efficiency
and customer satisfaction
Explores lean production supply chain
management in Malaysian manufacturing industry
toward enhancing product quality and business
performance
Analyses the extensive literature which includes
applications, conceptual models and categories of
lean service
Contribution to research
Non-food Malaysian
manufacturing
Empirical
Descriptive
(continued )
Services
Empirical
Empirical
Motors, pumps,
valves, and auto
components
Automotive, textile,
machinery, etc.
Timber-framed
module
prefabrication
SMEs
Empirical
Conceptual
Empirical
Lean
manufacturing
907
Table III.
Robinson et al.
209.
UK
Taiwan
2012
2013
2012
Year
Empirical
Healthcare
Disposal needles,
bearing balls, iron
handicraft and
brakes and
clutches. Indian
SMEs
Food service
Contribution to research
Ming-Te et al.
208.
Italy, India
Panizzolo et al.
207.
Table III.
Profile of
Author(s) Country
908
IJOPM
34,7
The different research methodologies used by various researchers are divided into six
types conceptual, descriptive, empirical, exploratory cross-sectional, and exploratory
longitudinal (Dangayach and Deshmukh, 2001). The meaning of these research
methodologies is given below:
.
Empirical: data for study has been taken from existing database, review, case
study, taxonomy, or typological approaches.
Lean
manufacturing
909
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Exploratory longitudinal
Empirical
Descriptive
Conceptual
Exploratory cross-section
Comparative
Conceptual and exploratory longitudinal
Conceptual and empirical
Empirical and comparative
Comparative and exploratory cross-section
Comparative and conceptual
Descriptive and exploratory longitudinal
Conceptual and exploratory cross-section
Descriptive and empirical
Total
60
55
45
29
28
22
11
7
5
2
1
1
1
1
1
209
26.31
21.53
13.87
13.40
10.53
05.26
03.35
02.39
00.96
00.48
00.48
00.48
00.48
00.48
100
46
40
27
30
20
10
10
10
Be
lg
iu
m
Ko
G rea
er
m
an
y
O
th
er
s
ay
ec
re
or
N
un
ga
ry
ar
pa
Ja
en
D
nd
Th
et
he
rla
il
ad
az
an
Br
an
si
iw
Ta
ly
ay
al
na
Ita
lia
hi
ra
st
en
ed
Sw
Au
ai
Sp
K
U
SA
Figure 1.
Number of research
papers published
by researchers
from different countries
(as per first author)
No. of references
52
50
di
Table IV.
Research methodologies
in LM literature
Type of methodology
No. of References
910
Sl. no.
In
IJOPM
34,7
are practitioners. In total, 26 authors (12.44 percent) are both academician as well as
practitioners as shown in Figure 2.
4.4 Distribution of papers over time
Figure 3 presents the year wise distribution of all 209 articles from 1988 to April 2012.
It can be inferred from the data that the research in LM has picked up from the
Both
Practitioners
Figure 2.
Distribution of
author profile
12.44%
4.78%
Academician
0.00%
82.78%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Lean
manufacturing
30
24
21
20
20
17
10
5
14
13
15
19 18
911
2004
No. of references
25
Figure 3.
Year wise distribution of
reviewed papers
2012
2011
2010
2009
2008
2007
2006
2005
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
1988
Year
beginning of the twenty-first century assuming that the research takes few years to
compile and publish. One of the reasons for this is the recession in market during
this time. The recession forced the organizations and researchers to come out with
solutions to decrease the production cost. LM was widely seen to cut cost through
waste reduction. Due to the high interest in the subject from early 1990, International
Journal of Operations & Production Management brought out a special edition on
lean production (Vol. 16, No. 2, 1996). These days, there are many international journals
on LM.
4.5 Distribution of papers by type of industry
Table V below shows the LM contribution in different industries complied as per ISIC
of all economic activities, Rev. 4.
It shows that the maximum numbers of publications are related to transportation
sector (automotive and aerospace industry). This sector has seen fierce competition
and almost stagnant demand in USA and European countries for almost a decade.
At the same time there has been an increase in demand from the emerging economies
like China and India. This forced almost all top industries in automotive sector to woo
these emerging markets. However, the customers in the emerging markets are very
sensitive to price and operative costs which made the automotive sector to look
forward to lean implementation to reduce cost. However, the LM implementation started
in automobile industry and soon its application was adopted by other industries
including textile, construction, service, food, medical, electrical and electronics, ceramic
industry, furniture, services, etc. LM has been adopted by all types of manufacturing
systems product layout, process layout, and fixed layout; batch production and mass
productions; discrete production to continuous production. It has found applications
from manufacturing to service sector; mass production to high variety and small
volumes production; labor-intensive industries to technology intensive industries;
construction industry to assembly industry; medical health care to communication
industry. LM can be applied easily, but there is no single good solution to achieving
higher performance, and that the context of operations is of the utmost importance
(Lowe et al., 1997; Shah and Ward, 2003).
5. Critical analysis of the review
5.1 Application of lean in small and medium enterprises (SMEs)
SMEs play a tremendous role in manufacturing sector all over the world in term
of production volume and employment generation. Globalization and emerging
Section C
Manufacturing
Other manufacturingc
Textile
Food production, Manufacture of beverages
(continued )
Barker (1994), Hines et al. (1999), McDonald et al. (2002), Aitken et al. (2002),
Doolen and Hacker (2005), Worley and Doolen (2006), Shen and Han (2006),
Fraser et al. (2007), Wong et al. (2009), Hallgren and Olhager (2009), Yang and
Lu (2011), Wong and Wong (2011), Vimal and Vinodh (2012)
Prickett (1994), Boyer (1996), Emiliani and Stec (2004), Sahoo et al. (2008),
Pham et al. (2008)
hlstrom (1995, 1996), A
hlstrom and Karlsson (1996), McCullen
Karlsson and A
and Towill (2001), Demeter and Matyusz (2010), Abdulmalek and Rajgopal
(2007), Lian and Landeghem (2007), Jensen and Jensen (2007), Krishnamurthy
and Yauch (2007), Al-Tahat (2010), Eswaramoorthi et al. (2011)
Niepce and Molleman (1996), Sohal (1996), Soderquist and Motwani (1999),
Sanchez and Parez (2001), Gulyani (2001), Arkader (2001), Cooney (2002),
Kalsaas (2002), Motwani (2003), Wu (2003), Huang and Liu (2005), Seth and
Gupta (2005), Simpson and Power (2005), Conti et al. (2006), Kumar et al.
(2006), Taj and Berro (2006), Lee and Jo (2007), Oliver et al. (2007), Reichhart
and Holweg (2007), Jayaram et al. (2008), Grewal (2008), Braglia et al. (2009),
lvarez et al. (2009), Anand
Hallgren and Olhager (2009), Wee and Wu (2009), A
and Kodali (2009a, b), Silva et al. (2009), Saurin et al. (2011), Vinodh et al.
(2010), Singh et al. (2011), Shahin (2011), Losonci et al. (2011), Ramesh and
Kodali (2011), Gnanaraj et al. (2011)
Jina et al. (1997), Storch and Lim (1999), Comm and Mathaisel (2000), Bamber
and Dale (2000), Mathaisel and Comm (2000), Modarress et al. (2005), Parry
and Turner (2006), Stump and Badurdeen (2012), Puvanasvaran et al. (2009),
Singh and Sharma (2009), Singh et al. (2011), Psychogios and Tsironis (2012)
Bruce et al. (2004), Comm and Mathaisel (2005), Hodge et al. (2011)
Taylor (2005), Simons and Zokaei (2005), Seth et al. (2008), Rashid et al. (2010),
Perez et al. (2010), Pool et al. (2011), Ming-Te et al. (2013), Jimenez et al. (2011)
Weller et al. (2006), Bonavia and Marin (2006), Lander and Liker (2007),
Braglia et al. (2006), Tan et al. (2012)
Brown et al. (2008), Villa (2010), Grove et al. (2011), Atkinson and MukaetovaLadinska (2012), Robinson et al. (2012)
References
912
Industry
Table V.
Distribution of
references by
industry sector
Section
IJOPM
34,7
Lasa et al. (2008), Anand and Kodali (2011), Gupta et al. (2012)
Miller et al. (2010), Cottyn et al. (2011), Meiling et al. (2011)
Taj (2005), Robertson and Jones (1999), Staats et al. (2011), Psychogios et al.
(2012)
Furterer and Elshennawy (2005), Bowen and Youngdahl (1998), Emiliani and
Stec (2004), Piercy and Rich (2009)
Delgado et al. (2010), Bortolotti and Romano (2012)
Cooper (2009)
Howell (1999), Pheng and Chuan (2001), Salem et al. (2005), Johansen and
Walter (2007), Yu et al. (2009), Dentz et al. (2009)
Plastic products
Furniture
Information and communication
Administrationd
Section ( J)
Section (K)
Section (P)
Section (F)
Notes: aMachinery for metallurgy, machinery for food, beverages and tobacco processing, agricultural and forestry machinery, metal-forming machinery and
machine tools; balong with manufacture of air and spacecraft and related machinery, transport and storage (H); cpharmaceuticals, medicinal chemical and
botanical products, other non-metallic mineral products, domestic appliances; dpublic administration and defense; compulsory social security, administrative
and support service activities
References
Industry
Section
Lean
manufacturing
913
Table V.
IJOPM
34,7
914
technologies have an enormous impact on SMEs around the world. SMEs are
trying hard to include new methodologies/principles like lean to achieve performance
improvement. Unfortunately, the idea of applying LM has not been adopted by a large
number of SMEs due to the fear of implementation cost and the subsequent benefits of
lean. Some critical factors for implementation of lean within SMEs include: leadership
and management, finance, skill and expertise, performance evaluation system, and
culture of the recipient organization (Achanga et al., 2006; Pingyu and Yu, 2010).
Panizzolo et al. (2012) explored the LM penetration in the Indian SMEs and found that
lean implementation strategy drive significant improvement in manufacturing
performance. Some of the observations for failure of LM implementation in SMEs are:
use of wrong tool, use of one tool to solve all the problems, lack of understanding, and
poor decision-making environment. External support from government, suppliers,
customers, and outside consultants could enhance the successful implementation of lean
in SMEs (Rose et al., 2010). Large manufacturers are more likely to implement LM
practices than small ones (Lowe et al., 1997; White et al., 1999; Shah and Ward, 2003).
But companies which have used lean tools like TQM, 5S, JIT, etc., observed significant
improvements in lead time, delivery cycles, productivity and quality levels, rejection
rates, and customer satisfaction (Sohal and Egglestone, 1994; Lowe et al., 1997).
5.2 Application of lean in logistics and supply chain management
Apart from the internal elements and factors, transformation to lean and successful
survival also brings into picture the other players in the supply chain namely suppliers,
distributors, distribution network, and logistics. Lean supply chain management is a
driver toward enhancing product quality and business performance (Christopher and
Towill, 2000; Agus and Hajinoor, 2012; Moyano-Fuentes and Sacristan-Diaz, 2012). Given
the same organizational constraints and resources, lean suppliers gain significant
competitive advantages over non-lean suppliers in production systems, distribution
systems, information communications, containerization, transportation, customer-supplier
relations, and on-time delivery performance (Wu, 2003). Poor logistics, supplier integration,
frequent changes in customer demand, and volatile demand are some of the challenges
to be overcome in implementing lean concepts in supply chain management. Poor
transportation creates external diseconomies by introducing inefficiencies and unreliability
in the supply chain, making it seriously difficult for the manufacturers and assemblers
to implement lean production (Gulyani, 2001). Supplier integration is an important issue to
be preceded to LM commitment (Jayaram et al., 2008; Hines et al., 1999). Reichhart and
Holweg (2007) elucidated the problems and difficulties involved in applying lean concepts
to the distribution system. The slow adoption of lean thinking in distribution is due to an
inherent conflict between LM techniques and the need to link the production pull signal to
variable demand in the marketplace.
5.3 Lack of LM implementation process/framework
During recent years, the application of LM in different types of industries is growing
rapidly. Some of the organizations have reported huge benefits, while many industries
have not obtained the desired results. One of the reasons for this is improper
understanding of LM by both the management and employees of an organization
(Anand and Kodali, 2010a). None of the available frameworks/models on LM provide
a stepwise guideline or process to implement LM. Some of these frameworks are devoid
of lean concepts. Unfortunately many of these frameworks have large number
of elements different to each framework. This is perhaps the most undesirable effect of
Lean
manufacturing
915
IJOPM
34,7
916
Customer focus (Womack and Jones, 1996) is central to lean philosophy. Customer focus
revolves around the notion of defining value from customer perspective, which requires
frequent and regular communication with customers. In-house and external education
and training programs are important for learning the various tools/techniques/
methodologies. Special hands-on training should be conducted for supervisory level in
waste identification and categorization.
LM implementation issues. The implementation level focusses on identification and
elimination of all forms of wastes throughout supply chain with proper application of
lean tools and techniques. To improve performance, lean should lead to collective
improvement in all the activities of supply chain supplier, organization, and customer
(Hines et al., 2004; Womack et al., 1990). Effective customer-supplier relationships are
widely recognized as crucial to the successful implementation of LM principles to
achieve high level of efficiency and effectiveness in the system. On-time delivery
by suppliers allows a firm to keep low inventories and shorten response time
to customers. Lean supply is associated with level scheduling and optimization to
improve quality, service, and lead time (Christopher and Towill, 2000; Wu, 2003).
Key aspects of SIPOC (Suppliers, Input, Process, Output, Customer) sub-system should
be identified and in each sub-system identify the various types of wastes, standards,
and benchmarks to compare. LM implementation involves the implementation and
evaluation of lean (application of lean tools/techniques, machine and process stability,
quality improvement, inventory control, and evaluation). Outsourcing (maintenance,
housekeeping, security, food services, mail, copy services, etc.), collaboration (meet the
need of doing more with less), and technology (knowledge sharing, idea generation, cost
saving information, ERP) to improve the performance of the system are the key aspects
in the production process.
LM post-implementation issues. Mohanty et al. (2007) observed that many of the
companies that reported initial gains from lean implementation often found that
improvements remain localized, and the companies were unable to have continuous
improvements. One of the reasons for this can be attributed to lack of proper postimplementation planning. The post-implementation phase completes the lean
implementation process. This phase involves observing the outcomes and analyzing the
entire process. After implementing lean, the organization needs to be patient in order to
observe the positive results. The organization should call for review of the entire process in
order to create opportunities for continuous improvement. This level emphasizes the
outcomes/results of the lean implementation in term of achievement of goals leading to
profitable growth of the organization or benefits arising from LM implementation.
Fullerton et al. (2003) found a positive relationship between company profitability and the
degree of implementation of waste reduction practices. Continuous improvement involves
an extended journey, gradually building up skills, and capabilities within the organization
to find the new problems/wastes in the system and solving them with the help of different
tools and techniques. Post-implementation issues relate to the review of employees for
recognition and awards (moral award, position increment, bonuses, recognition by peers,
penalty, work environment improvement) and customer for finding customer satisfaction
level through customer complaint information, customer complaint analysis, customer
services, and customers information system.
The general methodology for lean implementation in an organization, with critical
input and output information, is shown in Figure 4. This is a general methodology
and depending upon the level of implementation, some steps need not be followed.
For example, if the organization wish to implement LM in steps and the need is felt
Lean Champions
External Experts
Lean
manufacturing
Pre-Implementation Phase
Output
917
Current
Value Stream Maps
Future
Value Stream Maps
Implementation Phase
External Experts
Action
PostImplementation
Phase
Input
at the middle level management, then it can directly start from cross-functional team
formation to get the desired results.
5.4 Cultural, work organizational, and HRM issues in LM implementation
The relationship between the LM implementation and organization culture is very
sensitive. Different countries have different customs, labor density, degrees of
development, industrialization, education, traffic situation, land price, etc. Companies
have to take these issues into consideration when applying lean production. Cultural
support for lean collaboration is recommended as a precursor to the application of the
lean principles (Perez et al., 2010; Chen and Meng, 2010a). Cultural differences pertain
mainly to internal resistance and openness to change (Delgado et al., 2010). Success of
LM depends largely on the work organization practices. For example, in 1990s Toyota
adopted skill-based practices from a seniority-based scheme. Some important work
organization practices common to the factories that successfully adopted lean production
are: standardization, discipline and control, continuous training and learning, team-based
organization, participation and empowerment, multi-skilling and adaptability, common
values, compensation and reward system to support lean production, belief, commitment,
communication, work methods, etc. (Emiliani and Stec, 2004; Olivella et al., 2008).
The early research in LM has pointed out the role of management support, remuneration
hlstrom (1995, 1996); Boyer, 1996;
system, accounting system, etc. (Karlsson and A
Worley and Doolen, 2006). Conti et al. (2006) used Karasek job stress model to link lean
Figure 4.
Lean implementation
methodology
IJOPM
34,7
918
shop floor practices to expected worker stress and found that the stress is significant
only at managerial level in designing and operating a lean system and not at the
shop floor level. Globalization has brought increased competition in labor market
and many firms today are employing contractual workers in order to help them stay
lean and flexible. Firms should manage and train temporary workers to improve the
efficiency and effectiveness of the implementation of lean improvement initiatives
(Tan et al., 2012).
The organization culture is the base for all involvement activities. Culture is a result
as well as an enabler for sustainable and successful lean operations (Liker, 2004; Hines
et al., 2008). It is important to involve production team members in checking, reporting,
and if possible correcting hidden failures and minor stoppages. These activities boost
employee confidence to face future challenges, strengthen an employees ability to
work in teams, provide opportunities to display leadership skills, and enable to solve
problems logically. According to Storch and Lim (1999), effective operation of the lean
philosophy requires clear communication, not only among operational units, but also
among all segments of the value stream. Before implementing lean it is important for
everyone to be satisfied with the goals and decisions. Any kind of change requires
education and training to adopt it and it is no different in case of lean implementation.
In a lean production environment, education and training is required to develop
multi-skilled workers. Various factors related to human resource aid in implementing
lean philosophy in an organization as shown in Table VI. An important motivational
factor is proper remuneration system. This system plays an important role in the lean
hlstrom, 1995). Some of the incentives may be:
implementation (Karlsson and A
productivity bonus, if the worker has helped in reducing the standard cycle time of the
process; quality bonus, for zero defects in the specified time period; time accuracy
bonus, if all orders are delivered on time; etc.
5.5 LM tools, techniques, and methodologies
Since the beginning of the new century many organizations are trying to be lean.
This has led to the development/identification of many LM tools, techniques, and
methodologies and every day new ones are being proposed. LM has become an
integrated system composed of highly inter-related elements and a wide variety of
management practices, including 5S, JIT, quality systems, work teams, cellular
manufacturing, TPM, Kanban, etc. There are plethora of different tools and techniques
for different purposes and waste elimination (Green and Dick, 2001). However, the LM
tools and techniques have multiple names; some of them overlap with other tools and
techniques, and particular tools/techniques might even have a different method of
implementation proposed by different researchers (Pavnaskar et al., 2003). Many
of these tools and techniques are used in conjunction with each other to achieve the
optimum results. Table VII presents a review of the literary contributions to identify
the tools, techniques, and methodologies used in LM.
Table VI.
HR-related important
factors for successful LM
implementation
TPM
JIT
Kanban/Pull
VSM
Lean tools/techniques/
methodologies
(continued )
Hines et al. (1998, 1999), McDonald et al. (2002), Kalsaas (2002), Emiliani and Stec (2004), Huang and Liu (2005), Modarress
et al. (2005), Seth and Gupta (2005), Comm and Mathaisel (2005), Taylor (2005), Kumar et al. (2006), Parry and Turner (2006),
Weller et al. (2006), Worley and Doolen (2006), Braglia et al. (2006), Shen and Han (2006), Abdulmalek and Rajgopal (2007),
Lander and Liker (2007), Lian and Landeghem (2007), Johansen and Walter (2007), Krishnamurthy and Yauch (2007), Seth
et al. (2008), Lasa et al. (2008), Sahoo et al. (2008), Serrano et al. (2008), Grewal (2008), Wong et al. (2009), Braglia et al. (2009),
Yu et al. (2009), Lasa et al. (2009), Boyle and Scherrer-Rathje (2009), Stump and Badurdeen (2012), Wee and Wu (2009),
lvarez et al. (2009), Puvanasvaran et al. (2009), Anand and Kodali (2009b), Dentz et al. (2009), Singh and Sharma (2009),
A
Piercy and Rich (2009), Villa (2010), Rashid et al. (2010), Miller et al. (2010), Chen and Meng (2010a, b), Vinodh et al. (2010),
Al-Tahat (2010), Grove et al. (2011), Hodge et al. (2011), Yang and Lu (2011), Singh et al. (2011), Jimenez et al. (2011), Anand
and Kodali (2011), Bhamu et al. 2013
hlstrom (1996), Niepce and Molleman (1996), Hines et al. (1998),
Barker (1994), Sohal and Egglestone (1994), Karlsson and A
Pheng and Chuan (2001), McDonald et al. (2002), Naylor (2000), Wu (2003), Berry et al. (2003), Furterer and Elshennawy
(2005), Huang and Liu (2005), Taylor (2005), Conti et al. (2006), Weller et al. (2006), Worley and Doolen (2006), Taj and Berro
(2006), Bonavia and Marin (2006), Braglia et al. (2006), Abdulmalek and Rajgopal (2007), Lander and Liker (2007), Lian and
Landeghem (2007), Jensen and Jensen (2007), Shah and Ward (2007), Lasa et al. (2008), Serrano et al. (2008), Bayo-Moriones
et al. (2008), Wong et al. (2009), Boyle and Scherrer-Rathje (2009), Puvanasvaran et al. (2009), Villa (2010), Rashid et al.
(2010), Perez et al. (2010), Saurin et al. (2011), Pool et al. (2011), Hodge et al. (2011), Singh et al. (2011)
hlstrom (1996),
Barker (1994), Prickett (1994), Sohal and Egglestone (1994), Boyer (1996), Forza (1996), Karlsson and A
Katayama and Bennett (1996), Sohal (1996), Niepce and Molleman (1996), Storch and Lim (1999), White et al. (1999), Naylor
(2000), Sanchez and Parez (2001), Gulyani (2001), Pheng and Chuan (2001), Yusuf and Adeleye (2002), Kalsaas (2002), Shah
and Ward (2003), Wu (2003), Berry et al. (2003), Comm and Mathaisel (2005), Chen et al. (2005), Conti et al. (2006), Taj and
Berro (2006), Abdulmalek and Rajgopal (2007), Swamidass (2007), Shah and Ward (2007), Johansen and Walter (2007),
Bayo-Moriones et al. (2008), Brown et al. (2008), Shah et al. (2008), Jayaram et al. (2008), Wong et al. (2009), Fullerton and
Wempe (2009)
Katayama and Bennett (1996), Niepce and Molleman (1996), Hines et al. (1998), Shah and Ward (2003, 2007), Berry et al.
(2003), Huang and Liu (2005), Conti et al. (2006), Kumar et al. (2006), Bonavia and Marin (2006), Abdulmalek and Rajgopal
(2007), Black (2007), Sahoo et al. (2008), Wong et al. (2009), Boyle and Scherrer-Rathje (2009), Puvanasvaran et al. (2009),
Villa (2010), Perez et al. (2010), Chen and Meng (2010b), Saurin et al. (2011), Hodge et al. (2011), Jimenez et al. (2011)
References
Lean
manufacturing
919
Table VII.
Lean tools, techniques,
and methodologies
used in research
Table VII.
(continued )
Hines et al. (1998), Salem et al. (2005), Kumar et al. (2006), Parry and Turner (2006), Worley and Doolen (2006), Bonavia and
Marin (2006), Abdulmalek and Rajgopal (2007), Jensen and Jensen (2007), Johansen and Walter (2007), Krishnamurthy and
Yauch (2007), Grewal (2008), Wong et al. (2009), Boyle and Scherrer-Rathje (2009), Stump and Badurdeen (2012),
Puvanasvaran et al. (2009), Silva et al. (2009), Villa (2010), Rashid et al. (2010), Chen and Meng (2010b), Vinodh et al. (2010),
Hodge et al. (2011), Jimenez et al. (2011), Anand and Kodali (2011)
Cellular manufacturing/GT
Barker (1994), Prickett (1994), Delbridge (1998), Naylor (2000), Huang and Liu (2005), Modarress et al. (2005), Bonavia and
Marin (2006), Abdulmalek and Rajgopal (2007), Alhourani and Seifoddin (2007), Fraser et al. (2007), Shah and Ward (2007),
Shah et al. (2008), Jayaram et al. (2008), Wong et al. (2009), Fullerton and Wempe (2009), Boyle and Scherrer-Rathje (2009),
Puvanasvaran et al. (2009), Saurin et al. (2011), Hodge et al. (2011), Shahin (2011)
hlstrom (1996), Sanchez and Parez (2001), Wu (2003), Berry et al. (2003), Simons and Zokaei
Continuous improvement
Barker (1994), Karlsson and A
(2005), Comm and Mathaisel (2005), Conti et al. (2006), Swamidass (2007), Shah and Ward (2007), Johansen and Walter
(2007), Brown et al. (2008), Lasa et al. (2008), Shah et al. (2008), Puvanasvaran et al. (2009), Silva et al. (2009), Chen and Meng
(2010b), Saurin et al. (2011)
TQM
Spencer (1994), Waldman (1994), Boyer (1996), Forza (1996), Katayama and Bennett (1996), Niepce and Molleman (1996),
Yusuf and Adeleye (2002), Shah and Ward (2003), Berry et al. (2003), Furterer and Elshennawy (2005), Conti et al. (2006),
Abdulmalek and Rajgopal (2007), Johansen and Walter (2007), Brown et al. (2008), Wong et al. (2009), Fullerton and Wempe
(2009), Boyle and Scherrer-Rathje (2009), Pettersen (2009)
Kaizen
Sohal and Egglestone (1994), Katayama and Bennett (1996), McDonald et al. (2002), Modarress et al. (2005), Worley and
Doolen (2006), Taj and Berro (2006), Braglia et al. (2006), Jensen and Jensen (2007), Grewal (2008), Wong et al. (2009), Boyle
and Scherrer-Rathje (2009), Dentz et al. (2009), Silva et al. (2009), Hodge et al. (2011), Roy (2011), Anand and Kodali (2011)
SMED
Hines et al. (1998), Berry et al. (2003), Huang and Liu (2005), Worley and Doolen (2006), Jensen and Jensen (2007),
Krishnamurthy and Yauch (2007), Grewal (2008), Bayo-Moriones et al. (2008), Wong et al. (2009), Boyle and Scherrer-Rathje
(2009), Stump and Badurdeen (2012), Chen and Meng (2010b), Hodge et al. (2011), Singh et al. (2011)
hlstrom (1995, 1996), Sohal (1996), Sanchez and Parez (2001), Pheng and Chuan (2001), Comm and
Multifunctional teams/employee Karlsson and A
involvement
Mathaisel (2005), Weller et al. (2006), Bonavia and Marin (2006), Shah and Ward (2007), Johansen and Walter (2007), Shah et
al. (2008), Fullerton and Wempe (2009), Chen and Meng (2010b), Saurin et al. (2011)
Production smoothing (Heijunka) Hines et al. (1998), Storch and Lim (1999), McDonald et al. (2002), Yusuf and Adeleye (2002), Wu (2003), Weller et al. (2006),
Braglia et al. (2006), Lander and Liker (2007), Yavuz and Akcali (2007), Jensen and Jensen (2007), Lasa et al. (2008), Serrano
et al. (2008), Wong et al. (2009), Saurin et al. (2011), Pool et al. (2011)
References
920
5S
Lean tools/techniques/
methodologies
IJOPM
34,7
Automation (Jidoka)
Simulation
Standardized work
Poke Yoke
Supplier relationship
Lean tools/techniques/
methodologies
Hines et al. (1998), Furterer and Elshennawy (2005), Salem et al. (2005), Parry and Turner (2006), Bonavia and Marin (2006),
Johansen and Walter (2007), Wong et al. (2009), Boyle and Scherrer-Rathje (2009), Rashid et al. (2010), Chen and Meng
(2010b), Saurin et al. (2011), Hodge et al. (2011), Jimenez et al. (2011)
Hines et al. (1999), Sanchez and Parez (2001), Pheng and Chuan (2001), Berry et al. (2003), Seth and Gupta (2005), Comm and
Mathaisel (2005), Simpson and Power (2005), Conti et al. (2006), Taj and Berro (2006), Johansen and Walter (2007), Jayaram
et al. (2008)
Hines et al. (1998), Conti et al. (2006), Krishnamurthy and Yauch (2007), Shah et al. (2008), Wong et al. (2009), Boyle and
Scherrer-Rathje (2009), Pettersen (2009), Chen and Meng (2010b), Vinodh et al. (2010), Hodge et al. (2011)
Furterer and Elshennawy (2005), Simons and Zokaei (2005), Lander and Liker (2007), Wong et al. (2009), Boyle and
Scherrer-Rathje (2009), Rashid et al. (2010), Saurin et al. (2011)
McDonald et al. (2002), Huang and Liu (2005), Comm and Mathaisel (2005), Abdulmalek and Rajgopal (2007), Lian and
Landeghem (2007), Yu et al. (2009), Pool et al. (2011), Yang and Lu (2011), Anand and Kodali (2011), Robinson et al. (2012)
Hines et al. (1998), Lander and Liker (2007), Wong et al. (2009), Stump and Badurdeen (2012), Pettersen (2009), Villa (2010),
Saurin et al. (2011)
References
Lean
manufacturing
921
Table VII.
IJOPM
34,7
Table VII shows that VSM has the maximum appearances followed by Kanban/Pull
production, JIT, 5S, TPM, cellular manufacturing, kaizen, TQM, SMED, etc. There are
numerous practices that can be applied under LM. This is one reason why one finds
different individual practices though the focus on LM is the same (e.g. Sohal and
Egglestone, 1994; Oliver et al., 1996; White et al., 1999).
922
measures can run counter to the strategy and thus encourage the wrong type
of behavior in the lean journey. Bhasin (2008) provided a LM performance template
including performance metrics related to finance, customer/market, process, people,
and future. However, some of the information required to use the template is hard to get
and the information required is also exhaustive. Vimal and Vinodh (2012) computed
leanness level using IF-THEN rules. However, there is a need to develop few critical
metrics to justify LM adoption before, during, and after implementation.
Theory verification through empirical and exploratory studies has been the focus
of research in LM. More research is based on exploratory longitudinal studies
rather than exploratory cross-section studies. Research on LM is conducted across
the globe. There are papers from the developed, emerging, and under developed
countries. However, USA and UK lead the research with more publications.
LM adoption led to more stress at managerial level rather than the shop floor
level people.
Lean
manufacturing
923
Knowledge propagation
Type of methodology
Table VIII.
Some chronicle
changes in LM
Cost reduction and
productivity
improvement
Lean dissemination
begins at larger level
(MIT IMVP Study)
Customer satisfaction in
terms of quality, cost,
and delivery
Phase I, 1994-1999
Mainly exploratory
longitudinal studies
Performance phase.
Development of new
principles
924
Focus area
IJOPM
34,7
Some quality papers on LM may have been left out of this review because of the
limitations in the search methodology. There are large number of papers on
the LM and its tools/techniques/methodologies and it was practically impossible
for the authors to get these papers as well as review all the papers.
The research on LM through empirical and exploratory studies has led to many
frameworks with divergent views. Use of a wide variety of management
practices has led to different views devoid of concepts. There is a strong and
urgent need to converge these divergent views to some standard framework/
process. Development of stepwise guideline/process for LM implementation like
TPM, TQM, or six sigma is strongly required.
Within the framework of this research, several issues are pertinent to the
exploration of practical and theoretical aspects of the implications of employee
engagement in LM environments. With respect to this research, it has been noted
that many empirical studies have been conducted that survey the opinions of senior
levels of leadership, yet few studies exist that explore the dichotomy of blue-collar
manufacturing employees and front-line supervisors (Delbridge, 2003; Manville
et al., 2012).
References
Abdulmalek, F.A. and Rajgopal, J. (2007), Analyzing the benefits of lean manufacturing and
value stream mapping via simulation: a process sector case study, International Journal of
Production Economics, Vol. 107 No. 1, pp. 223-236.
Achanga, P., Shehab, E., Roy, R. and Nelder, G. (2006), Critical success factors for lean
implementation within SMEs, Journal of Manufacturing Technology Management, Vol. 17
No. 4, pp. 460-471.
Agrawal, R.K. and Hurriyet, H. (2004), The advent of manufacturing technology and its
implications for the development of the value chain, International Journal of Physical
Distribution & Logistics Management, Vol. 34 Nos 3/4, pp. 319-339.
Lean
manufacturing
925
IJOPM
34,7
926
Agus, A. and Hajinoor, M.S. (2012), Lean production supply chain management as driver towards
enhancing product quality and business performance. Case study of manufacturing
companies in Malaysia, International Journal of Quality & Reliability Management, Vol. 29
No. 1, pp. 92-121.
hlstrom, P. (1998), Sequences in the implementation of lean production, European Management
A
Journal, Vol. 16 No. 3, pp. 327-334.
hlstrom, P. and Karlsson, C. (1996), Change processes towards lean production-the role of the
A
management accounting system, International Journal of Operations & Production
Management, Vol. 16 No. 11, pp. 42-56.
Aitken, J., Christopher, M. and Towill, D. (2002), Understanding, implementing and exploiting
agility and leanness, International Journal of Logistics: Research & Applications, Vol. 5
No. 1, pp. 59-74.
Alhourani, F. and Seifoddin, H. (2007), Machine cell formation for production management in
cellular manufacturing systems, International Journal of Production Research, Vol. 45
No. 4, pp. 913-934.
Al-Tahat, M.D. (2010), Effective design and analysis of pattern making process using value
stream mapping, Journal of Applied Sciences, Vol. 10 No. 11, pp. 878-886.
Alukal, G. (2003), Create a lean, mean machine, Quality Progress, Vol. 36 No. 4, pp. 29-34.
lvarez, R., Calvo, R., Pena, M.M. and Domingo, R. (2009), Redesigning an assembly line through
A
lean manufacturing tools, International Journal of Advanced Manufacturing Technology,
Vol. 43 No. 1, pp. 949-958.
Alves, A.C., Dinis-Carvalho, J. and Sousa, R.M. (2012), Lean production as promoter of thinkers
to achieve companies agility, The Learning Organization, Vol. 19 No. 3, pp. 219-237.
Anand, G. and Kodali, R. (2009a), Selection of lean manufacturing systems using the analytic
network process: a case study, Journal of Manufacturing Technology Management, Vol. 20
No. 2, pp. 258-289.
Anand, G. and Kodali, R. (2009b), Application of value stream mapping and simulation for the
design of lean manufacturing systems: a case study, International Journal of Simulation
and Process Modeling, Vol. 15 No. 2, pp. 192-204.
Anand, G. and Kodali, R. (2010a), Development of a framework for implementation of lean
manufacturing systems, International Journal of Management Practice, Vol. 4 No. 1,
pp. 95-116.
Anand, G. and Kodali, R. (2010b), Analysis of Lean manufacturing frameworks, Journal of
Advanced Manufacturing Systems, Vol. 9 No. 1, pp. 1-30.
Anand, G. and Kodali, R. (2011), Design of lean manufacturing systems using value stream
mapping with simulation, Journal of Manufacturing Technology Management, Vol. 22
No. 4, pp. 44-473.
Andersson, R., Eriksson, H. and Torstensson, H. (2006), Similarities and differences between
TQM, six sigma and lean, The TQM Magazine, Vol. 18 No. 3, pp. 282-296.
Antony, J. (2011), Reflective practice: six sigma v/s lean, some perspectives from leading
academician and practitioners, International Journal of Productivity and Performance
Management, Vol. 60 No. 2, pp. 185-190.
Arkader, R. (2001), The perspective of suppliers on lean supply in a developing country
context, Integrated Manufacturing Systems, Vol. 12 No. 2, pp. 87-93.
Arnheiter, E.D. and Maleyeff, J. (2005), The integration of lean management and Six Sigma, The
TQM Magazine, Vol. 17 No. 1, pp. 5-18.
Assarlind, M., Gremyr, I. and Backman, K. (2012), Multi- faceted views on a Lean Six Sigma
application, International Journal of Quality & Reliability Management, Vol. 29 No. 1,
pp. 21-30.
Atkinson, P. and Mukaetova-Ladinska, E.B. (2012), Nurse-led liaison mental health service for older
adults: service development using lean thinking methodology, Journal of Psychosomatic
Research, Vol. 72 No. 1, pp. 328-331.
Badham, R.J. (1992), Skill based automation: current European approaches and their international
relevance, Prometheus: Critical Studies in Innovation, Vol. 10 No. 2, pp. 239-259.
Bamber, L. and Dale, B.G. (2000), Lean production: a study of application in a traditional
manufacturing environment, Production Planning and Control, Vol. 11 No. 3, pp. 291-298.
Barber, J.C. (1992), Managing the factory- computer systems for effective shop floor management,
Prudent investment in systems, IEE Seminar, March 17, London, pp. 3/1-3/9.
Barker, R.C. (1994), The design of lean manufacturing systems using time-based analysis,
International Journal of Operations & Production Management, Vol. 14 No. 11,
pp. 86-96.
Basu, R. (2001), Six sigma to fit sigma: the third wave of operational excellence, IIE Solutions,
Atlanta, GA, June, 2001, pp. 28-33.
Bayo-Moriones, A., Bello-Pintado, A. and Merino-Diaz-de-Cerio, J. (2008), The role of
organizational context and infrastructure practices in JIT implementation, International
Journal of Operations & Production Management, Vol. 28 No. 11, pp. 1042-1066.
Behrouzi, F. and Wong, K.Y. (2011), Lean performance evaluation of manufacturing systems: a
dynamic and innovative approach, Procedia Computer Science, Vol. 3 No. 1, pp. 388-395.
Bendell, T. (2006), A review and comparison of six sigma and the lean organizations, The TQM
Magazine, Vol. 18 No. 3, pp. 255-262.
Berggren, C. (1993), Lean production the end of history?, Work Employment & Society, Vol. 7
No. 2, pp. 163-188.
Bergmiller, G.G. and McCright, P.R. (2009), Parallel models for lean and green operations,
Proceedings of the 2009 Industrial Engineering Research Conference, Miami, FL, May.
Berry, W.L., Christiansen, T., Bruun, P. and Ward, P. (2003), Lean manufacturing: a mapping of
competitive priorities, initiatives, practices, and operational performance in Danish
manufacturers, International Journal of Operations & Production Management, Vol. 23
No. 11, pp. 16-29.
Bhamu, J., Khandelwal, A. and Sangwan, K.S. (2013), Lean manufacturing implementation in an
automated production line: a case study, International Journal of Services and Operations
Management, Vol. 15 No. 4, pp. 411-429.
Bhamu, J., Kumar, J.V.S. and Sangwan, K.S. (2012), Productivity and quality improvement
through value stream mapping: a case study of Indian automotive industry, International
Journal of Productivity and Quality Management, Vol. 10 No. 3, pp. 288-306.
Bhasin, S. (2008), Lean and performance measurement, Journal of Manufacturing Technology
Management, Vol. 19 No. 5, pp. 670-684.
Bhasin, S. and Burcher, P. (2006), Lean viewed as a philosophy, Journal of Manufacturing
Technology Management, Vol. 17 No. 1, pp. 56-72.
Biazzo, S. and Panizzolo, R. (2000), The assessment of work organization in lean production: the
relevance of the workers perspective, Integrated Manufacturing Systems, Vol. 11 No. 1,
pp. 6-15.
Bicheno, J. (2004), The Lean Toolbox, PICSIE Books, Buckingham.
Black, J.T. (2007), Design rules for implementing the Toyota Production System, International
Journal of Production Research, Vol. 45 No. 16, pp. 3639-3664.
Bonavia, T. and Marin, J.A. (2006), An empirical study of lean production in the ceramic tile
industry in Spain, International Journal of Operation & Production Management, Vol. 26
No. 5, pp. 505-531.
Lean
manufacturing
927
IJOPM
34,7
928
Booth, R. (1996), Agile Manufacturing, Engineering Management Journal, Vol. 6 No. 2, pp. 105-112.
Bortolotti, T. and Romano, P. (2012), Lean first, then automate: a framework for process
improvement in pure service companies. A case study, Production Planning & Control:
The Management of Operations, Vol. 23 No. 7, pp. 513-522.
Bowen, E.D. and Youngdahl, E.W. (1998), Lean service: in defense of a production-line
approach, International Journal of Service Industry Management, Vol. 9 No. 3, pp. 207-225.
Boyer, K.K. (1996), An assessment of managerial commitment to lean production, International
Journal of Operations & Production Management, Vol. 16 No. 9, pp. 48-59.
Boyle, T.A. and Scherrer-Rathje, M. (2009), An empirical examination of the best practices to
ensure manufacturing flexibility: lean alignment, Journal of Manufacturing Technology
Management, Vol. 20 No. 3, pp. 348-366.
Braglia, M., Carmignani, G. and Zammori, F. (2006), A new value stream mapping approach
for complex production systems, International Journal of Production Research, Vol. 44
Nos 18-19, pp. 3929-3952.
Braglia, M., Frosolini, M. and Zammori, F. (2009), Uncertainty in value stream mapping analysis,
International Journal of Logistics: Research and Applications, Vol. 12 No. 6, pp. 435-453.
Brown, A., Eatock, J., Dixon, D., Meenan, B.J. and Anderson, J. (2008), Quality and continuous
improvement in medical device manufacturing, The TQM Magazine, Vol. 20 No. 6,
pp. 541-555.
Bruce, M., Daly, L. and Towers, N. (2004), Lean or agile, a solution for supply chain management
in the textiles and clothing industry?, International Journal of Operations & Production
Management, Vol. 24 No. 2, pp. 151-170.
Burcher, P., Dupernex, S. and Relph, G. (1996), The road to lean repetitive batch manufacturing
modeling planning system performance, International Journal of Operations & Production
Management, Vol. 16 No. 2, pp. 210-220.
Chen, H., Frank, M.Z. and Wu, O.Q. (2005), What actually happened to the inventories of American
companies between 1981 and 2000?, Management Science, Vol. 51 No. 7, pp. 1015-1031.
Chen, H., Wyrick, D.A. and Lindeke, R.R. (2010), Lean automated manufacturing: avoiding the
pitfalls to embrace the opportunities, Assembly Automation, Vol. 30 No. 2, pp. 117-123.
Chen, L. and Meng, B. (2010a), Why most Chinese enterprises fail in deploying lean production,
Asian Social Science, Vol. 6 No. 3, pp. 52-57.
Chen, L. and Meng, B. (2010b), The application of value stream mapping based lean production
system, International Journal of Business and Management, Vol. 5 No. 6, pp. 203-209.
Christopher, M. (2000), The agile supply chain-competing in volatile markets, Industrial
Marketing Management, Vol. 29 No. 1, pp. 37-44.
Christopher, M. and Towill, D.R. (2000), Supply chain migration from lean and functional to agile
and customized, Supply Chain Management: An International Journal, Vol. 5 No. 4,
pp. 206-213.
Christopher, M., Towill, D.R., Aitken, J. and Childerhouse, P. (2009), Value stream classification,
Journal of Manufacturing Technology Management, Vol. 20 No. 4, pp. 460-474.
Comm, C.L. and Mathaisel, D.F.X. (2000), A paradigm for benchmarking lean initiatives for quality
Improvement, Benchmarking: An International Journal, Vol. 7 No. 2, pp. 118-127.
Comm, C.L. and Mathaisel, D.F.X. (2005), An exploratory analysis in applying lean
manufacturing to a labor-intensive industry in China, Asia Pacific Journal of Marketing
and Logistics, Vol. 17 No. 4, pp. 63-80.
Conti, R., Angelis, J., Cooper, C., Faragher, B. and Gill, C. (2006), The effects of lean production on
worker job stress, International Journal of Operations & Production Management, Vol. 26
No. 9, pp. 1013-1038.
Cooney, R. (2002), Is lean a universal production system? Batch production in the automotive
industry, International Journal of Operations & Production Management, Vol. 22 No. 10,
pp. 1130-1147.
Cooper, J.J. Jr (2009), The integration of lean manufacturing competency-based training course
into university curriculum, Online Journal of Workforce Education and Development,
Vol. 4 No. 1, pp. 1-12.
Cooper, R. (1996), Lean enterprises and the confrontation strategy, The Academy of Management
Executive, Vol. 10 No. 3, pp. 28-39.
Cottyn, J.H., Landeghem, V., Stockman, K. and Derammelaere, S. (2011), A method to align a
manufacturing execution system with lean objectives, International Journal of Production
Research, Vol. 49 No. 14, pp. 4397-4413.
Cox, J.F. and Blackstone, J.H. (Eds) (1998), APICS Dictionary, 9th ed., APICS The Educational
Society for Resource Management, Falls Church, VA.
Dahlgaard, J. and Park, S. (2006), Lean production, Six Sigma, TQM and company culture, The
TQM Magazine, Vol. 18 No. 3, pp. 263-281.
Dangayach, G.S. and Deshmukh, S.G. (2001), Manufacturing strategy: literature review and
some issues, International Journal of Operations & Production Management, Vol. 21 No. 7,
pp. 884-932.
Dankbaar, B. (1997), Lean production: denial, confirmation or extension of socio-technical
systems design?, Human Relations, Vol. 50 No. 5, pp. 567-583.
Delbridge, R. (1998), Life on the Line in Contemporary Manufacturing: The Workplace experience
of Lean production and the Japanese Model, Oxford University Press, Oxford.
Delbridge, R. (2003), Life on the Line in Contemporary Manufacturing, Oxford University Press,
New York, NY.
Delbridge, R. and Oliver, N. (1991), Narrowing the gap? Stock turns in the Japanese and
Western car industries, International Journal of Production Research, Vol. 29 No. 10,
pp. 2083-2095.
Delbridge, R. and Whitfield, K. (2001), Employee perceptions of job influence and organizational
participation, Industrial Relations, Vol. 40 No. 3, pp. 472-489.
Delbridge, R., Lowe, J. and Oliver, N. (2000), Shop floor responsibilities under lean team working,
Human Relations, Vol. 53 No. 11, pp. 1459-1479.
Delgado, C., Ferreira, M. and Branco, M.C. (2010), The implementation of lean six sigma in
financial services organizations, Journal of Manufacturing Technology Management,
Vol. 21 No. 4, pp. 512-523.
Demeter, K. and Matyusz, Z. (2010), The impact of lean practices on inventory turnover,
International Journal of Production Economics, Vol. 133 No. 1, pp. 154-163.
Dentz, J., Nahmens, I. and Mullens, M. (2009), Applying lean production in factory home building,
City Space: A Journal of Policy Development and Research, Vol. 11 No. 1, pp. 81-104.
De Treville, S. and Antonakis, J. (2006), Could lean production job design be intrinsically
motivating? Contextual, configurational, and levels-of-analysis issues, Journal of Operations
Management, Vol. 24 No. 2, pp. 99-123.
Dettmer, H.W. (2001), Beyond Lean Manufacturing: Combining Lean and the Theory of Constraints
for Higher Performance, Goal Systems International, Port Angeles, WA.
Doolen, T.L. and Hacker, M.E. (2005), A review of lean assessment in organizations: an exploratory
study of lean practices by electronics manufacturers, Journal of Manufacturing Systems,
Vol. 24 No. 1, pp. 55-67.
Ellegard, K., Jonsson, D., Engstrom, T., Johansson, M.I., Medbo, L. and Johansson, B. (1992),
Reflective production in the final assembly of motor vehicles an emerging Swedish
Lean
manufacturing
929
IJOPM
34,7
930
Hallgren, M. and Olhager, J. (2009), Lean and agile manufacturing; external and internal drivers
and performance outcomes, International Journal of Operations & Production Management,
Vol. 29 No. 10, pp. 976-999.
Haque, B. and Moore, M.J. (2004), Measures of performance for lean product introduction in the
aerospace industry, Proceedings of the Institution of Mechanical Engineers Part B-Journal
of Engineering Manufacture, Vol. 218 No. 10, pp. 1387-1398.
Hayes, R.H. and Pisano, G.P. (1994), Beyond world-class the new manufacturing strategy,
Harvard Business Review, Vol. 72 No. 1, pp. 77-86.
Hilton, R.J. and Sohal, A. (2012), A conceptual model for the successful deployment of Lean Six
Sigma, International Journal of Quality & Reliability Management, Vol. 29 No. 1, pp. 54-70.
Hines, P. and Rich, N. (1997), The seven value stream mapping tools, International Journal of
Production & Operations Management, Vol. 17 No. 1, pp. 46-64.
Hines, P., Francis, M. and Found, P. (2006), Towards lean product life cycle management: a framework
for new product development, Journal of Manufacturing Technology Management, Vol. 17
No. 7, pp. 866-887.
Hines, P., Martins, A.L. and Beale, J. (2008), Testing the boundaries of lean thinking: observations
from the legal public sector, Public Money and Management, Vol. 28 No. 1, pp. 35-40.
Hines, P., Holweg, M. and Rich, N. (2004), Learning to evolve a review of contemporary lean
thinking, International Journal of Operations & Production Management, Vol. 24 No. 10,
pp. 994-1011.
Hines, P., Rich, N. and Esain, A. (1999), Value stream mapping: a distribution industry
application, Benchmarking: An International Journal, Vol. 6 No. 1, pp. 60-77.
Hines, P., Rich, N., Bicheno, J., Brunt, D., Taylor, D., Butterworth, C. and Sullivan, J. (1998), Value
stream management, The International Journal of Logistics Management, Vol. 9 No. 1,
pp. 25-42.
Hodge, G.L., Goforth, R.K., Joines, J.A. and Thoney, K. (2011), Adapting lean manufacturing
principles to the textile industry, Production Planning & Control, Vol. 22 No. 3, pp. 237-247.
Holweg, M. (2007), The genealogy of lean production, Journal of Operations Management, Vol. 25
No. 1, pp. 420-437.
Hopp, W.P. and Spearman, M.L. (2004), To pull or not to pull: what is the question?, Manufacturing
and Service Operations Management, Vol. 6 No. 2, pp. 133-148.
Howell, G.A. (1999), What is lean construction-1999?, Proceedings Seventh Annual Conference
of the International Group for Lean Construction, University of California, Berkeley, CA,
July 26-28.
Huang, C.C. and Liu, S.H. (2005), A novel approach to lean control for Taiwan-funded
enterprises in mainland China, International Journal of Production Research, Vol. 43
No. 12, pp. 2553-2575.
Jacobs, D. and Meerkov, S.M. (1993), Due time performance in lean and mass manufacturing
environments, Proceeding of the 32nd conference on Decision and Control, IEEE, San
Antonio, TX, December, pp. 3259-3263.
Jayaram, J., Vickery, S. and Droge, C. (2008), Relationship building, lean strategy and firm
performance: an exploratory study in the automotive supplier industry, International
Journal of Production Research, Vol. 46 No. 20, pp. 5633-5649.
Jensen, S.H. and Jensen, K.H. (2007), Implementing of Lean manufacturing in SME companies,
International Conference on Economic Engineering and Manufacturing Systems Brasov,
Vol. 8 No., (21a), pp. 305-308.
Jimenez, E., Tejeda, A., Perez, M., Blanco, J. and Martnez, E. (2011), Applicability of lean
production with VSM to the Rioja wine sector, International Journal of Production
Research, Vol. 50 No. 7, pp. 1890-1904.
Lean
manufacturing
931
IJOPM
34,7
932
Jina, J., Bhattacharya, A.K. and Walton, A.D. (1997), Applying lean principles for high product
variety and low volumes: some issues and propositions, Logistics Information Management,
Vol. 10 No. 1, pp. 5-13.
Johansen, E. and Walter, L. (2007), Lean construction: prospects for the German construction
industry, Lean Construction Journal, Vol. 3 No. 1, pp. 19-32.
Jrgensen, B. and Emmitt, S. (2008), Lost in transition: the transfer of lean manufacturing
to construction engineering, Construction and Architectural Management, Vol. 15 No. 4,
pp. 383-398.
Kalsaas, B.T. (2002), Value steam mapping: an adequate method for going lean?, paper
presented at NOFOMA 2002, the 14th International Conference, Trondheim, June 13-14.
Kannan, V.R. and Ghosh, S. (1996), Cellular manufacturing using virtual cells, International
Journal of Operations & Production Management, Vol. 16 No. 5, pp. 99-112.
hlstrom, P. (1995), Change processes towards lean production: the role of the
Karlsson, C. and A
remuneration system, International Journal of Operations & Production Management,
Vol. 15 No. 11, pp. 80-99.
hlstrom, P. (1996), Assessing changes towards lean production, International
Karlsson, C. and A
Journal of Operations & Production Management, Vol. 16 No. 2, pp. 24-41.
Katayama, H. and Bennett, D. (1996), Lean production in a changing competitive world: a
Japanese perspective, International Journal of Operations & Production Management,
Vol. 16 No. 2, pp. 8-23.
Katayama, H. and Bennett, D. (1999), Agility, adaptability and leanness: a comparison of concepts
and a study of practice, International Journal of Production Economics, Vol. 60, pp. 43-51.
Kemper, B., Mast, J.D. and Mandjes, M. (2010), Modeling process flow using diagrams, Quality
and Reliability Engineering International Journal, Vol. 26 No. 1, pp. 341-349.
Krafcik, J.F. (1988), Triumph of the lean production system, Sloan Management Review, Vol. 30
No. 1, pp. 41-52.
Krishnamurthy, R. and Yauch, C.A. (2007), Leagile manufacturing: a proposed corporate
infrastructure, International Journal of Operations & Production Management, Vol. 27
No. 6, pp. 588-604.
Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K. and Perry, D. (2006), Implementing the Lean
Sigma framework in an Indian SME: a case study, Production Planning & Control, Vol. 17
No. 4, pp. 407-423.
Lander, E. and Liker, J.K. (2007), The Toyota Production System and art: making highly
customized and creative products the Toyota way, International Journal of Production
Research, Vol. 45 No. 16, pp. 3681-3698.
Lasa, I.S., De-Castro, R. and Laburu, C.O. (2009), Extent of the use of Lean concepts proposed
for a value stream mapping application, Production Planning & Control, Vol. 20 No. 1,
pp. 82-98.
Lasa, I.S., Laburu, C.O. and Castro, R.D. (2008), An evaluation of the value stream mapping tool,
Business Process Management Journal, Vol. 14 No. 1, pp. 39-52.
Lee, B.H. and Jo, H.J. (2007), The mutation of the Toyota Production System: adapting the TPS at
Hyundai Motor Company, International Journal of Production Research, Vol. 45 No. 16,
pp. 3665-3679.
Lee, I. (2007), Evaluating artificial intelligence heuristics for a flexible Kanban system:
simultaneous Kanban controlling and scheduling, International Journal of Production
Research, Vol. 45 No. 13, pp. 2859-2873.
Lian, Y.H. and Landeghem, H.V. (2007), Analyzing the effects of lean manufacturing using a
value stream mapping-based simulation generator, International Journal of Production
Research, Vol. 45 No. 13, pp. 3037-3058.
Lean
manufacturing
933
IJOPM
34,7
934
Mollenkop, D., Stolze, H., Tate, W.L. and Ueltschy, M. (2010), Green, lean, and global supply
chains, International Journal of Physical Distribution & Logistics Management, Vol. 40
Nos 1-2, pp. 14-41.
Monden, Y. (1983), The Toyota Production System, Productivity Press, Portland, OR.
Motely, W.T. (2004), Lean thinking, Power, Vol. 148 No. 1, pp. 3-15.
Motwani, J. (2003), A business process change framework for examining lean manufacturing
A case study, Industrial Management & Data Systems, Vol. 103 No. 5, pp. 339-346.
Moyano-Fuentes, J. and Sacristan-Diaz, M. (2012), Learning on lean: a review of thinking and
research, International Journal of Operations & Production Management, Vol. 32 No. 5,
pp. 551-582.
Narasimhan, R., Swink, M. and Kim, S.W. (2006), Disentangling leanness and agility: an empirical
investigation, Journal of Operations Management, Vol. 24 No. 1, pp. 440-457.
Naslund, D. (2008), Lean, Six Sigma and Lean Sigma: fads or real process improvement
methods?, Business Process Management Journal, Vol. 14 No. 3, pp. 269-287.
Naylor, D.M. (2000), Should Western managers be encouraged to adopt JMPs?, Employee Relations,
Vol. 22 No. 2, pp. 160-174.
Naylor, J.B., Naim, M.M. and Berry, D. (1999), Leagility: integrating the lean and agile
manufacturing paradigms in the total supply chain, International Journal of Production
Economics, Vol. 62 No. 1, pp. 107-118.
Niepce, W. and Molleman, E. (1996), A case study, characteristics of work organization in lean
production and socio-technical systems, International Journal of Operations & Production
Management, Vol. 16 No. 2, pp. 77-90.
NIST (2000), Principles of Lean Manufacturing With Live Simulation, Manufacturing Extension
Partnership, National Institute of Standards and Technology, Gaithersburg, MD.
Ohno, T. (1979), The Toyota Production System: Beyond Large-Scale Production, Diamond Inc,
Tokyo.
Olivella, J., Cuatrecasas, L. and Gavilan, N. (2008), Work organization practices for lean production,
Journal of Manufacturing Technology Management, Vol. 19 No. 7, pp. 798-811.
Oliver, N., Delbridge, R. and Lowe, J. (1996), Lean production practices: international
comparisons in the auto components industry, British Journal of Management, Vol. 7
No. 1, pp. 29-44.
Oliver, N., Jones, D. and Delbridge, R. (1994), Worldwide Manufacturing Competitiveness Study:
2nd Lean Enterprise Report, Andersen Consulting, London.
Oliver, N., Schab, L. and Holweg, M. (2007), Lean principles and premium brands: conflicts or
complement?, International Journal of Production Research, Vol. 45 No. 16, pp. 3723-3739.
Panizzolo, R., Garengo, P., Sharma, M.L. and Gore, A. (2012), Lean manufacturing in developing
countries: evidence from Indian SMEs, Production Planning & Control: The Management
of Operations, Vol. 23 Nos 10-11, pp. 769-788.
Papadopoulou, T.C. and Ozbayrak, M. (2005), Leanness: experiences from the journey to date,
Journal of Manufacturing Technology Management, Vol. 16 No. 7, pp. 784-807.
Parry, G.C. and Turner, C.E. (2006), Application of lean visual process management tools,
Production Planning & Control, Vol. 17 No. 1, pp. 77-86.
Pascal, D. (2002), Lean Production Simplified: A Plain Language Guide to the Worlds most
Powerful Production System, Productivity Press, New York, NY.
Pavnaskar, S.J., Gershenson, J.K. and Jambekar, A.B. (2003), Classification scheme for lean
manufacturing tools, International Journal of Production Research, Vol. 41 No. 13,
pp. 3075-3090.
Pepper, M.P.J. and Spedding, T.A. (2010), The evolution of Lean Six Sigma, International
Journal of Quality Reliability Management, Vol. 27 No. 2, pp. 138-155.
Perez, C., De-Castro, R., Simons, D. and Gimenez, G. (2010), Development of lean supply chains: a
case study of the Catalan pork sector, Supply Chain Management: An International
Journal, Vol. 15 No. 1, pp. 55-68.
Pettersen, J. (2009), Defining lean production: some conceptual and practical issues, The TQM
Journal, Vol. 21 No. 2, pp. 127-142.
Pham, D.T., Pham, P.T.N. and Thomas, A. (2008), Integrated production machines and systems
beyond lean manufacturing, Journal of Manufacturing Technology Management, Vol. 19
No. 6, pp. 695-711.
Pheng, L.S. and Chuan, C.J. (2001), Just-in-time Management in precast concrete construction: a
survey of the readiness of main contractors in Singapore, Integrated Manufacturing
Systems, Vol. 12 No. 6, pp. 416-429.
Piercy, N. and Rich, N. (2009), Lean transformation in the pure service environment: the case of
the call service centre, International Journal of Operations & Production Management,
Vol. 29 No. 1, pp. 54-76.
Pingyu, Y. and Yu, Y. (2010), The barriers to SMEs implementation of lean production and
countermeasures based on SMS in Wenzhou, International Journal of Innovation,
Management and Technology, Vol. 1 No. 2, pp. 220-225.
Pool, A., Wijingaard, J. and Zee, D.J. (2011), Lean planning in the semi-process industry: a case
study, International Journal of Production Economics, Vol. 1 No. 1, pp. 1-10.
Powell, D., Riezebos, J. and Strandhagen, J.O. (2012), Lean production and ERP systems in smalland medium-sized enterprises: ERP support for pull production, International Journal of
Production Research, Vol. 51 No. 2, pp. 395-409.
Prickett, P. (1994), Cell-based manufacturing systems: design and implementation, International
Journal of Operations & Production Management, Vol. 14 No. 2, pp. 4-17.
Psychogios, A.G. and Tsironis, L.K. (2012), Towards an integrated framework for Lean Six
Sigma application: lessons from the airline industry, Total Quality Management &
Business Excellence, Vol. 23 No. 3, pp. 397-415.
Psychogios, A.G., Atanasovski, J. and Tsironis, L.K. (2012), Lean Six Sigma in a service context:
a multi-factor application approach in the telecommunications industry, International
Journal of Quality & Reliability Management, Vol. 29 No. 1, pp. 122-139.
Puvanasvaran, P., Megat, H., Hong, T.S. and Razali, M. (2009), The roles of communication
process for an effective lean manufacturing implementation, Journal of Industrial
Engineering Management, Vol. 2 No. 1, pp. 128-152.
Ramarapu, N.K., Mehra, S. and Frolick, M.N. (1995), A comparative analysis and review of JIT
implementation, International Journal of Operations & Production Management, Vol. 15
No. 1, pp. 38-49.
Ramesh, V. and Kodali, R. (2011), A decision framework for maximising lean manufacturing
performance, International Journal of Production Research, Vol. 50 No. 8, pp. 2234-2251.
Rashid, A.H.A., Shaari, M.F., Zakwan, N.M.Z. and Basri, N.F.H. (2010), Lean manufacturing
assessment in Malaysia small medium enterprise: a case study, World Engineering Congress,
Conference on Manufacturing Technology Management, Kuching, Sarawak, Malaysia,
August 2-5.
Reichhart, A. and Holweg, M. (2007), Lean distribution: concepts, contributions, conflicts,
International Journal of Production Research, Vol. 45 No. 16, pp. 3699-3722.
Riezebos, J., Klingenberg, W. and Hicks, C. (2009), Lean production and information technology:
connection or contradiction?, Computers in Industry, Vol. 60 No. 1, pp. 237-247.
Lean
manufacturing
935
IJOPM
34,7
936
Rivera, L. and Chen, F.F. (2007), Measuring the impact of Lean tools on the cost time investment
of a product using cost time profiles, Robotics and Computer-Integrated Manufacturing,
Vol. 23 No. 1, pp. 684-689.
Robertson, M. and Jones, C. (1999), Application of lean production and agile manufacturing
concepts in a telecommunications environment, International Journal of Agile Management
Systems, Vol. 1 No. 1, pp. 14-16.
Robinson, S., Radnor, Z.J., Burgess, N. and Worthington, C. (2012), Simlean: utilising simulation
in the implementation of lean in healthcare, European Journal of Operational Research,
Vol. 219 No. 1, pp. 188-197.
Rose, A.M.N., Deros, B.Md. and Rahman, M.N.Ab. (2010), Development of framework for lean
manufacturing implementation in SMEs, The 11th Asia Pacific Industrial Engineering
and Management Systems Conference, The 14th Asia Pacific Regional Meeting of
International Foundation for Production Research, Melaka, December 7-10.
Rother, M. and Shook, J. (1998), Learning to See: Value Stream Mapping to Add Value and Eliminate
Waste, Lean Enterprise Institute, Cambridge, MA.
Rothstein, J.S. (2004), Creating lean industrial relations: general motors in Silao, Mexico,
Competition and Change, Vol. 8 No. 3, pp. 203-221.
Roy, S. (2011), Transforming SMEs through lean manufacturing clusters, Indian Foundry
Journal, Vol. 57 No. 2, pp. 35-40.
Sahoo, A.K., Singh, N.K., Shankar, R. and Tiwari, M.K. (2008), Lean philosophy: implementation
in a forging company, International Journal of Advanced Manufacturing Technology,
Vol. 36 No. 1, pp. 451-462.
Salem, O., Solomon, J., Genaidy, A. and Luegring, M. (2005), Site implementation and assessment
of lean construction techniques, Lean Construction Journal, Vol. 2 No. 2, pp. 1-21.
Sanchez, A.M. and Parez, M. (2001), Lean indicators and manufacturing strategies, International
Journal of Operations & Production Management, Vol. 21 No. 11, pp. 1433-1451.
Saurin, T.A., Marodin, G.A. and Ribeiro, J.L.D. (2011), A framework for assessing the use of lean
production practices in manufacturing cells, International Journal of Production Research,
Vol. 49 No. 11, pp. 3211-3230.
Schonberger, R.J. (1982), Japanese Manufacturing Techniques, The Free Press, New York, NY.
Serrano, I., Ochoa, C. and Castro, R.D. (2008), Evaluation of value stream mapping in
manufacturing system redesign, International Journal of Production Research, Vol. 46
No. 16, pp. 4409-4430.
Seth, D. and Gupta, V. (2005), Application of value stream mapping for lean operations and
cycle time reduction: an Indian case study, Production Planning & Control, Vol. 16 No. 1,
pp. 44-59.
Seth, D., Seth, N. and Goel, D. (2008), Application of value stream mapping (VSM) for minimization
of waste in the processing side of supply chain of cottonseed oil industry in Indian context,
Journal of Manufacturing Technology Management, Vol. 19 No. 4, pp. 529-550.
Shah, R. and Ward, P.T. (2003), Lean manufacturing: context, practice bundles, and performance,
Journal of Operations Management, Vol. 21 No. 2, pp. 129-149.
Shah, R. and Ward, P.T. (2007), Defining and developing measures of lean production, Journal
of Operations Management, Vol. 25 No. 1, pp. 785-805.
Shah, R., Chandrasekaran, A. and Linderman, K. (2008), In pursuit of implementation patterns:
the context of Lean and Six Sigma, International Journal of Production Research, Vol. 46
No. 23, pp. 6679-6699.
Shahin, A. (2011), A conceptual model of group technology and lean production for productivity
enhancement, European Journal of Business and Management, Vol. 1 No. 1, pp. 42-54.
Shen, S.X. and Han, C.F. (2006), Chin electrical manufacturing service industry value stream
mapping collaboration, International Journal of Flexible Manufacturing System, Vol. 18
No. 1, pp. 285-303.
Silva, I.B., Batalha, G.F., Filho, M.S., Ceccarelli, F.Z., Anjos, J.B. and Fesz, M. (2009), Integrated
product and process system with continuous improvement in the auto parts industry,
Journal of Achievements in Materials and Manufacturing Engineering, Vol. 34 No. 2,
pp. 204-210.
Simons, D. and Zokaei, K. (2005), Application of lean paradigm in red meat processing, British
Food Journal, Vol. 107 No. 4, pp. 192-211.
Simpson, D.F. and Power, D.J. (2005), Use the supply relationship to develop lean and green
suppliers, Supply Chain Management: An International Journal, Vol. 10 No. 1, pp. 60-68.
Singh, B. and Sharma, S.K. (2009), Value stream mapping as a versatile tool for lean implementation:
an Indian case study of a manufacturing firm, Measuring Business Excellence, Vol. 13 No. 3,
pp. 58-68.
Singh, B., Garg, S.K. and Sharma, S.K. (2009), Lean can be a survival strategy during
recessionary times, International Journal of Productivity and Performance Management,
Vol. 58 No. 8, pp. 803-808.
Singh, B., Garg, S.K. and Sharma, S.K. (2010), Development of index for measuring leanness:
study of an Indian auto component industry, Measuring Business Excellence, Vol. 14 No. 2,
pp. 46-53.
Singh, B., Garg, S.K. and Sharma, S.K. (2011), Value stream mapping: literature review and
implications for Indian industry, International Journal Advanced Manufacturing
Technology, Vol. 53 No. 1, pp. 799-809.
Singh, R. (1998), Lean manufacturing: changing paradigms in product manufacturing, design &
supply, The Third International Conference on Quality Management, available at:
www.qmconf.com/Docs/singh98.pdf (accessed January 20, 2012).
Snee, R.D. (2010), Lean Six Sigma getting better all time, International Journal of Lean Six
Sigma, Vol. 1 No. 1, pp. 9-29.
Soderquist, K. and Motwani, J. (1999), Quality issues in lean production implementation:
a case study of a French automotive supplier, Total Quality Management, Vol. 10 No. 8,
pp. 1107-1122.
Sohal, A.S. (1996), Developing a lean production organization: an Australian case study,
International Journal of Operations & Production Management, Vol. 16 No. 2, pp. 91-102.
Sohal, A.S. and Egglestone, A. (1994), Lean production: experience among Australian
organizations, International Journal of Operations & Production Management, Vol. 14
No. 11, pp. 35-51.
Soni, G. and Kodali, R. (2012), Evaluating reliability and validity of lean, agile and leagile supply
chain constructs in Indian manufacturing industry, Production Planning & Control: The
Management of Operations, Vol. 23 Nos 10-11, pp. 864-884.
Spear, S. and Bowen, H.K. (1999), Decoding the DNA of the Toyota production system, Harvard
Business Review, Vol. 77 No. 5, pp. 96-106.
Spear, S.J. (2004), Learning to lead at Toyota, Harvard Business Review, May, pp. 78-86.
Spencer, B.A. (1994), Models of organization and total quality management: a comparison and
critical evaluation, Academy of Management Review, Vol. 19 No. 3, pp. 446-471.
Staats, B.R., Brunner, D.J. and Upton, D.M. (2011), Lean principles, learning, and knowledge
work: evidence from a software service provider, Journal of Operations Management,
Vol. 29 No. 1, pp. 376-390.
Storch, R.L. and Lim, S. (1999), Improving flow to achieve lean manufacturing in shipbuilding,
Production Planning & Control, Vol. 10 No. 2, pp. 127-137.
Lean
manufacturing
937
IJOPM
34,7
938
Stump, B. and Badurdeen, F. (2012), Integrating lean and other strategies for mass customization
manufacturing: a case study, Journal of Intelligent Manufacturing, Vol. 23 No. 1, pp. 109-124.
Suarez-Barraza, M.F., Smith, T. and Dahlgaard-Park, S.M. (2012), Lean service: a literature
analysis and classification, Total Quality Management & Business excellence, Vol. 23
Nos 3/4, pp. 359-380.
Subha, M.V. and Jaisankar, S. (2012), Balanced adoption of lean manufacturing practices in
engineering goods manufacturing firms, European Journal of Social Sciences, Vol. 28
No. 2, pp. 273-279.
Sugimori, Y., Kusunoki, K., Cho, F. and Uchikawa, S. (1977), Toyota production system and
Kanban system: materialization of just-in time and respect-for-human system,
International Journal of Production Research, Vol. 15 No. 6, pp. 553-564.
Swamidass, P.M. (2007), The effect of TPS on US manufacturing during 1981-1998: inventory
increased or decreased as a function of plant performance, International Journal of
Production Research, Vol. 45 No. 16, pp. 3763-3778.
Taj, S. (2005), Applying lean assessment tools in Chinese hi-tech industries, Management
Decision, Vol. 43 No. 4, pp. 628-643.
Taj, S. and Berro, L. (2006), Application of constrained management and lean manufacturing in
developing best practice for productivity improvement in an auto-assembly plant,
International Journal of Productivity and Performance Management, Vol. 55 No. 4, pp. 332-345.
Taj, S. and Morosan, C. (2011), The impact of lean operations on the Chinese manufacturing
performance, Journal of Manufacturing Technology Management, Vol. 22 No. 2, pp. 223-240.
Takahashi, K., Morikawa, K. and Chen, Y.C. (2007), Comparing Kanban control with the theory
of constraints using Markov chains, International Journal of Production Research, Vol. 45
No. 16, pp. 3599-3617.
Tan, K.H., Denton, P., Rae, R. and Chung, L. (2012), Managing lean capabilities through flexible
workforce development: a process and framework, Production Planning & Control: The
Management of Operations, Vol. 24 No. 12, pp. 1066-1076.
Taylor, D.H. (2005), Value chain analysis: an approach to supply chain improvement in agrofood chains, International Journal of Physical Distribution & Logistics Management,
Vol. 35 No. 10, pp. 744-761.
Towill, D.R. (2007), Exploiting the DNA of the Toyota production system, International Journal
of Production Research, Vol. 45 No. 16, pp. 3619-3637.
Van-Hoek, R.I. (2000), The thesis of leagility revisited, International Journal of Agile Management
Systems, Vol. 2 No. 3, pp. 196-201.
Villa, D. (2010), Automation, Lean, Six Sigma: synergies for improving laboratory efficiency,
Journal of Medical Biochemistry, Vol. 29 No. 4, pp. 339-348.
Vimal, K.E.K. and Vinodh, S. (2012), Leanness evaluation using IF-THEN rules, International
Journal of Advance Manufacturing Technology, Vol. 63 Nos 1-4, pp. 407-413.
Vinodh, S., Arvind, K.R. and Somanaathan, M. (2010), Application of value stream mapping in
an Indian camshaft manufacturing organization, Journal of Manufacturing Technology
Management, Vol. 21 No. 7, pp. 888-900.
Vinodh, S. and Joy, D. (2011), Structural equation modelling of lean manufacturing practices,
International Journal of Production Research, Vol. 50 No. 6, pp. 1598-1607.
Waldman, D.A. (1994), The contributions of total quality management to a theory of work
performance, Academy of Management Review, Vol. 19 No. 3, pp. 510-536.
Wee, H.M. and Wu, S. (2009), Lean supply chain and its effect on product cost and quality: a case
study on Ford Motor Company, Supply Chain Management: An International Journal,
Vol. 14 No. 5, pp. 335-341.
Weller, H.N., Nirschl, D.S., Petrillo, E.W., Poss, M.A., Andres, C.J., Cavallaro, C.L., Echols, M.M.,
Grant-Young, K.A., Houston, J.G., Miller, A.V. and Swann, R.T. (2006), Application of lean
manufacturing concepts to drug discovery: rapid analogue library synthesis, Journal of
Combinatorial Chemistry, Vol. 8 No. 5, pp. 664-669.
White, R.E., Pearson, J.N. and Wilson, J.R. (1999), JIT manufacturing: a survey of implementations
in small and large US manufacturers, Management Science, Vol. 45 No. 1, pp. 1-15.
Wickens, P. (1993), Lean production and beyond: the system, its critics and the future, Human
Resource Management Journal, Vol. 3 No. 4, pp. 60-74.
Winata, L. and Mia, L. (2004), Linking just in time, information technology for communication
and management accounting information: an exploratory study, DSS Conference Proceedings,
Prato, Italy, 1-3 July 2004.
Womack, J., Jones, D. and Roos, D. (1990), The Machine that Changed the World, Rawson
Associates, New York, NY.
Womack, J.P. and Jones, D.T. (1994), From lean production to the lean enterprise, Harvard
Business Review, Vol. 72 No. 2, pp. 93-103.
Womack, J.P. and Jones, D.T. (1996), Lean Thinking, Simon & Schuster, New York, NY.
Won, J., Cochran, D., Johnson, H.T., Bouzekouk, S. and Masha, B. (2001), Rationalizing the design
of the Toyota production system: a comparison of two approaches, Proceeding of CIRP
International Design Seminar, Stockholm, 6-8 June.
Wong, Y.C. and Wong, K.Y. (2011), Approaches and practices of lean manufacturing: the case
of electrical and electronics companies, African Journal of Business Management, Vol. 5
No. 6, pp. 2164-2174.
Wong, Y.C., Wong, K.Y. and Ali, A. (2009), A study on lean manufacturing implementation in the
Malaysian electrical and electronics industry, European Journal of Scientific Research,
Vol. 38 No. 4, pp. 521-535.
Worley, J. (2004), The role of socio-cultural factors in a lean manufacturing implementation,
unpublished master thesis, Oregon State University, Corvallis, OH.
Worley, J.M. and Doolen, T.L. (2006), The role of communication and management support in
lean manufacturing implementation, Management Decision, Vol. 44 No. 2, pp. 228-245.
Wu, Y.C. (2003), Lean manufacturing: a perspective of lean suppliers, International Journal of
Operations and Production Management, Vol. 23 No. 11, pp. 1349-1376.
Yang, T. and Lu, J.C. (2011), The use of a multiple attribute decision-making method and value
stream mapping in solving the pacemaker location problem, International Journal of
Production Research, Vol. 49 No. 10, pp. 2793-2817.
Yavuz, M. and Akcali, E. (2007), Production smoothing in just-in-time manufacturing systems: a
review of the models and solution approaches, International Journal of Production
Research, Vol. 45 No. 16, pp. 3579-3597.
Yu, H., Tweed, T., Al-Hussein, M. and Nasseri, R. (2009), Development of lean model for house
construction using value stream mapping, Journal of Construction Engineering and
Management, Vol. 135 No. 8, pp. 782-790.
Yusuf, Y.Y. and Adeleye, E.O. (2002), A comparative study of lean and agile manufacturing with
a related survey of current practices in the UK, International Journal of Production
Research, Vol. 40 No. 17, pp. 4545-4562.
Further reading
MacDuffie, J.P. and Pil, F.K. (1995), The international assembly plants study: philosophical and
methodological issues, in Babson, S. (Ed.), Lean Work, Empowerment and Exploitation in
the Global Auto Industry, Wayne State University Press, Detroit, MI, pp. 181-196.
Shingo, S. (1983), A Revolution in Manufacturing: The SMED System, Productivity Press,
Stanford, CA.
Lean
manufacturing
939
IJOPM
34,7
940
an Associate Professor of Operations Management at Universiti Utara Malaysia. She attained her Doctor
of Engineering in Engineering Management from Universiti Teknologi Malaysia in 2007. Her research
interests cover topics in supplier-buyer relationships, technology transfer, technology assessment and
operations management. In relation to her research interest, she has supervised PhDs and Master students.
She is also the managing editor for Journal of Technology and Operations Management as well as referee
for journal and proceeding articles, and was nominated as internal examiner for postgraduate thesis. She has
authored a number of academic papers for journals, international conferences and modules. To strengthen
her research interest, she affiliates with the International Association of Management of Technology.
School of Technology Management and Logistics, Universiti Utara Malaysia, Sintok, Malaysia . 2016.
Lean manufacturing practices in Indonesian manufacturing firms. International Journal of Lean Six Sigma
7:2, 149-170. [Abstract] [Full Text] [PDF]
8. Desire H. van Dun, Jeff N. Hicks, Celeste P.M. Wilderom. 2016. Values and behaviors of effective lean
managers: Mixed-methods exploratory research. European Management Journal . [CrossRef]
9. Erik Hofmann and Mark Johnson Greg Filbeck Sam and Irene Black School of Business, Pennsylvania
State University, Erie, Pennsylvania, United States Sanjay Kumar College of Business, Valparaiso
University, Valparaiso, Indiana, United States Jiangxia Liu College of Business, Valparaiso University,
Valparaiso, Indiana, United States Xin Zhao Sam and Irene Black School of Business, Pennsylvania State
University, Erie, Pennsylvania, United States . 2016. Supply chain finance and financial contagion from
disruptions. International Journal of Physical Distribution & Logistics Management 46:4, 414-438. [Abstract]
[Full Text] [PDF]
10. Marco Sartor, Guido Orzes, Carmela Di Mauro, Maling Ebrahimpour, Guido Nassimbeni. 2016. The
SA8000 social certification standard: Literature review and theory-based research agenda. International
Journal of Production Economics 175, 164-181. [CrossRef]
11. Qing Hu, Sharon J. Williams, Robert Mason, Pauline Found. 2016. The change of production systems
through consultancy involved projects: a multiple case study in Chinese SMEs. Production Planning &
Control 1-13. [CrossRef]
12. Peter Manfredsson. 2016. Textile management enabled by lean thinking: a case study of textile SMEs.
Production Planning & Control 1-9. [CrossRef]
13. Gulshan Chauhan Quantum School of Technology, Quantum Global Campus, Roorkee, India. . 2016. An
analysis of the status of resource flexibility and lean manufacturing in a textile machinery manufacturing
company. International Journal of Organizational Analysis 24:1, 107-122. [Abstract] [Full Text] [PDF]
14. M. Braglia, M. Frosolini, M. Gallo. 2016. Enhancing SMED: Changeover Out of Machine Evaluation
Technique to implement the duplication strategy. Production Planning & Control 27:4, 328-342.
[CrossRef]
15. Daniel Prajogo Department of Management, Monash University, Caulfield East, Australia Adegoke Oke
Department of Supply Chain Management, W.P. Carey School of Business, Arizona State University,
AZ, U.S.A. Jan Olhager Department of Industrial Management and Logistics, Lund University, Lund,
Sweden . 2016. Supply chain processes. International Journal of Operations & Production Management 36:2,
220-238. [Abstract] [Full Text] [PDF]
16. Alessandra Papetti, Eugenia Marilungo, Fabio Gregori, Michele Germani. 2016. Driving Process
Innovation: A Structured Method for Improving Efficiency in SMEs. Procedia CIRP 50, 448-453.
[CrossRef]
17. Ai Qiang Li, Pauline Found. 2016. Lean and Green Supply Chain for the Product-Services System (PSS):
The Literature Review and A Conceptual Framework. Procedia CIRP 47, 162-167. [CrossRef]
18. Wieslaw Urban. 2015. The Lean Management Maturity Self-assessment Tool Based on Organizational
Culture Diagnosis. Procedia - Social and Behavioral Sciences 213, 728-733. [CrossRef]
19. Vikram Sharma Mechanical-Mechatronics Engineering Department, The LNM Institute of Information
Technology, Jaipur, India Amit Rai Dixit Department of Mechanical Engineering, Indian School of
Mines, Dhanbad, India Mohammad Asim Qadri Mechanical Engineering Department, Galgotias College
of Engineering and Technology, Greater Noida, India . 2015. Impact of lean practices on performance
measures in context to Indian machine tool industry. Journal of Manufacturing Technology Management
26:8, 1218-1242. [Abstract] [Full Text] [PDF]
20. Donna Samuel Lean Academy, SA Partners LLP, Caerphilly, UK Pauline Found Buckingham Business
School, The University of Buckingham, Buckingham, UK Sharon J. Williams Cardiff Business School,
Cardiff University, Cardiff, UK . 2015. How did the publication of the book The Machine That Changed
The World change management thinking? Exploring 25 years of lean literature. International Journal of
Operations & Production Management 35:10, 1386-1407. [Abstract] [Full Text] [PDF]
21. Qing Hu Logistics and Operations Management, Cardiff Business School, Cardiff University, Cardiff , UK
Robert Mason Logistics and Operations Management Section, Cardiff Business School, Cardiff University,
Cardiff,United Kingdom. Sharon J. Williams Cardiff Business School, Cardiff University, Cardiff, UK
Pauline Found Buckingham Business School, The University of Buckingham, Buckingham, UK . 2015.
Lean implementation within SMEs: a literature review. Journal of Manufacturing Technology Management
26:7, 980-1012. [Abstract] [Full Text] [PDF]
22. V. Raja Sreedharan, R. Raju, S. Srivatsa Srinivas. 2015. A review of the quality evolution in various
organisations. Total Quality Management & Business Excellence 1-15. [CrossRef]
23. Sri Hartini, Udisubakti Ciptomulyono. 2015. The Relationship between Lean and Sustainable
Manufacturing on Performance: Literature Review. Procedia Manufacturing 4, 38-45. [CrossRef]
24. Luana Bonome Message Costa, Moacir Godinho Filho, Antonio Freitas Rentes, Thiago Moreno Bertani,
Ronaldo Mardegan. 2015. Lean healthcare in developing countries: evidence from Brazilian hospitals. The
International Journal of Health Planning and Management n/a-n/a. [CrossRef]
25. Jaiprakash Bhamu, Kuldip Singh Sangwan. 2015. Reduction of Post-kiln Rejections for Improving
Sustainability in Ceramic Industry: A Case Study. Procedia CIRP 26, 618-623. [CrossRef]
26. Hilal Hurriyet, Dilupa NakandalaLean Thinking and the Innovation Process 39-58. [CrossRef]